17 Signs Your High-Performing Team Is Falling Apart

Your team hit every target last quarter. Attendance is strong, KPIs are green, and your engagement survey came back at 73 percent favourable. On paper, you have a high-performing team culture that any leader would be proud of. Then your best person walks into your office, thanks you for the opportunity, and hands you a resignation letter. You did not see it coming. The data said everything was fine.

The problem is not that your data was wrong. The problem is that you were measuring the wrong things.

Gallup's State of the Global Workplace 2026 Report found that global employee engagement fell to just 20 percent in 2025, the lowest level since 2020, at an estimated cost of $10 trillion in lost productivity. But even that headline misses a deeper pattern. The drop was sharpest among managers, with manager engagement plummeting from 27 percent to 22 percent in a single year. The people most responsible for building and maintaining team culture are now the most disengaged group in the workforce. Most organisations are sitting on a cultural debt they have not yet been billed for.

This blog is for the principals, L&D leads, school CEOs, and people leaders watching their best staff resign while their KPIs look fine. It is for the executive watching turnover climb in their highest-output team and wondering what they are missing. The answer is rarely in the numbers. It is in the conversations they are not having.

There is a direct line between the leadership conversations you have been avoiding and the resignation letters sitting in your inbox. High performers do not leave suddenly. They leave slowly, over months of noticing that problems are not being addressed, feedback is not being heard, and results are the only thing that seems to matter. By the time they tell you they are leaving, the decision was made long ago.

Jonno White is a bestselling author, Certified Working Genius Facilitator, and leadership consultant who has delivered keynotes and workshops to schools, corporates, and nonprofits around the world. His book Step Up or Step Out has sold over 10,000 copies and sits directly at the intersection of performance culture and the conversations leaders avoid. If your team is producing results but losing people, email jonno@consultclarity.org to discuss how a keynote, workshop, or team facilitation session could help you build a culture worth staying in.

Why High-Performing Team Culture Is Not What It Looks Like

Most leaders confuse outputs with health. A team producing strong results looks, from the outside, like a team in good shape. The reporting says so. The metrics say so. The stakeholders are happy, so why would you look for problems that are not visible?

Because culture does not fail loudly. It fails quietly, in the conversations avoided, the frustrations unspoken, and the contributions unrewarded. By the time culture failure shows up in your results, you are at minimum six months behind the real problem.

Research published in MIT Sloan Management Review in 2022, drawing on analysis of 34 million employee profiles, found that a toxic corporate culture is by far the strongest predictor of industry-adjusted attrition, ten times more important than compensation in predicting turnover. The failure to appreciate high performers specifically was identified as a cultural element that predicted departure. You cannot buy your way out of a culture problem. You can only lead your way out.

The cost of inaction is measurable. Replacing a mid-level employee costs upwards of 150 percent of that person's annual salary, according to research by Eagle Hill Consulting. For a school or organisation losing two or three high performers per year, that is a budget crisis masquerading as a staffing inconvenience. Addressing team culture is not a soft-skills initiative. It is a financial decision.

If your organisation is experiencing elevated turnover among your strongest people, email Jonno White at jonno@consultclarity.org. Jonno works with leadership teams to identify the culture gaps hiding behind healthy-looking metrics, through workshops, executive team sessions, and keynotes that create lasting change.

How to Use This List

Every sign on this list was selected on three criteria. First, it is specific enough to be visible to a leader who is paying attention. Second, it has a direct causal link to turnover of high performers rather than underperformers. Third, it is a sign that tends to exist in teams that are still delivering results, not in teams that are obviously broken. The list deliberately focuses on the gap between what looks like performance and what is actually happening underneath. Read through and mark the ones that feel uncomfortably familiar.

Category 1: The Silence Signals

The first and most dangerous category of cultural deterioration is silence. Not the comfortable silence of a focused team working well, but the particular silence that settles into a team when people have stopped believing that speaking up does anything useful.

1. Your Meetings Have Become Performances

In high-performing team culture, meetings are where problems surface and get solved. In a team that is falling apart, meetings become performances. People arrive, contribute the minimum expected, nod in the right places, and leave having said nothing real. The leader believes the meeting went well because there was no conflict. What they are actually observing is a team that has learned that speaking up creates more problems than staying quiet.

Google's Project Aristotle, a landmark study conducted between 2012 and 2014 across more than 180 teams and 250 variables, identified psychological safety as the single strongest predictor of team effectiveness. The research found that equality in conversational turn-taking and high social sensitivity were the next strongest factors. When your meetings are dominated by two or three voices and everyone else goes through the motions, you are not watching a high-performing team. You are watching a team in early-stage cultural collapse.

What to do instead: After your next team meeting, reach out individually to three people who said very little and ask one genuine question. Not about the meeting agenda. About what they think the team is getting wrong. Make sure there is no consequence for the answer.

2. Your Best People Have Stopped Pushing Back

In healthy team culture, high performers challenge ideas. They ask hard questions, push back on weak decisions, and advocate loudly for their views. When you notice that your strongest team members have stopped disagreeing with you in meetings, it is tempting to interpret this as alignment. It is almost certainly disengagement.

High performers who no longer believe their input will change outcomes stop giving it. They are doing the calculus every time they consider speaking up: is it worth the energy, the social cost, the discomfort of having to fight for an idea that may be dismissed anyway? When they consistently conclude that it is not worth it, they redirect that energy elsewhere, often into their job search.

What to do instead: Actively create moments where pushback is rewarded rather than tolerated. Name the person who challenged you most effectively in the last month. Say it in the room.

3. Feedback Flows One Way Only

One of the clearest indicators of high-performing team culture is that feedback moves in all directions: up, down, and sideways. Leaders receive honest feedback from their teams. Peers give each other direct input. People are not waiting for the annual review cycle to learn how they are doing.

A team that has stopped giving upward feedback is a team in trouble. It does not mean there is nothing to say. It means people have concluded it is not safe to say it. When 70 percent of employees are reported to be avoiding difficult conversations at work, and 53 percent are handling what they describe as toxic situations by simply ignoring them, according to research cited by Forbes, the problem is not a lack of something to say. It is a culture that has signalled, through accumulated behaviour, that honest feedback is unwelcome.

What to do instead: Close your next team session with a standing anonymous question: What is one thing I or this leadership team could do better next week? Read every response. Act on at least one publicly.

4. Your Team Is Unnervingly Agreeable

When a leadership team reaches consensus too quickly and too often, it is not evidence of strong alignment. It is evidence of a team that has stopped thinking collectively and started performing compliance. The best decisions come from genuine debate. Teams that skip the debate are not producing better decisions. They are producing faster ones, at the cost of the quality and buy-in that debate creates.

Pay attention to how long your team deliberates. A team that resolves complex issues in minutes is either working with unusually simple problems or has learned to avoid the discomfort of sustained disagreement. The speed of your consensus is not a sign of health.

What to do instead: Assign a rotating devil's advocate role in your leadership meetings. That person's job is to argue against the prevailing view, regardless of their personal opinion. Rotate the role so it does not belong to any one person.

Category 2: The People Signals

The second category of warning signs lives in how your people are behaving, how they relate to each other, and what happens to your strongest performers over time.

5. Your High Performers Are Doing Everyone Else's Heavy Lifting

Strong team cultures distribute accountability broadly. Every person carries a meaningful load. In a team that is quietly falling apart, the heavy lifting concentrates in the hands of the highest performers. They carry the conversations others avoid. They fix the problems others walk past. They stay late to cover for what was not done. And they notice, every single day, that they are carrying a weight that is not shared.

In successful organisations, the strongest people often compensate quietly. They carry the conversations others avoid, work longer, fix mistakes, and pick up the slack. Over time, those same people start to wonder why they are carrying the burden of leadership without any of the benefits. That question, left unaddressed, leads to disengagement or departure.

High performers covering for others is not a sign of a resilient culture. It is a sign of a culture in which accountability has been allowed to erode. The best people leave not because the work is hard, but because they are tired of being the only ones for whom the work is hard.

What to do instead: Map your team's informal load distribution. Who is picking up problems that are not officially theirs? Have the conversation about that pattern, not individually but collectively.

6. Your Best People Seem Tired in a Way You Cannot Explain

There is a particular exhaustion that comes not from too much work, but from too much investment in a place that is not investing back. It is the exhaustion of caring about something that the organisation around you does not seem to care about equally. Your high performers experience this when they see their standards quietly not applied to others, when they raise issues that go nowhere, when they deliver excellent results and receive nothing that distinguishes their contribution from the person next to them who is doing far less.

This kind of exhaustion does not show up in sick days. It shows up as a subtle flattening of energy, a reduction in the voluntary effort that high performers used to apply without being asked. They are not checking out yet. They are in the process of checking out. There is still time to intervene. Most leaders do not notice until it is too late.

What to do instead: Schedule one-on-one conversations specifically focused on energy, not workload. Ask: what part of your role is giving you energy right now, and what is draining you? Listen for what they are protecting themselves from saying directly.

7. Your Turnover Is Concentrated in Your Strongest People

Any team experiences some turnover. The signal worth paying attention to is who is leaving. When turnover concentrates in your highest performers and highest-potential people while lower-performing team members stay, your culture has inverted. The people with the most options are choosing to use them. The people with fewer options are staying.

This inversion is one of the most reliable indicators of cultural failure in a high-performing team. Gallup's research has consistently shown that managers account for 70 percent of the variance in team-level engagement. When your most capable people leave at disproportionate rates, you are not watching a skills market problem or a compensation problem. You are watching a leadership culture problem.

What to do instead: Conduct an honest exit interview analysis. Do not ask HR to summarise the themes in a way that is palatable. Ask to see the actual responses. Then ask yourself: if you were that person, would the things they said have made you stay?

8. People Are Politely Withdrawing from Discretionary Contribution

There is a category of work that no job description captures: the things people do because they care about the place, not because they were told to. They mentor a newer team member without being asked. They prepare better than required. They bring ideas to the table that nobody requested. This discretionary effort is both the clearest signal of genuine engagement and the first thing to disappear when culture deteriorates.

When you notice that team members are doing exactly what is required and nothing more, it is tempting to put this down to workload or the current season. Sometimes that is true. When it becomes a pattern across your strongest people, it is a cultural signal.

What to do instead: Recognise discretionary effort explicitly and publicly. When someone goes beyond what was required, name it and connect it to the culture you are building. Do not let discretionary contribution go unacknowledged.

9. Your Team Has Started Forming Camps

Healthy high-performing teams have disagreements. What they do not have is factions. When you notice that your team has started organising itself around informal alliances, where certain people always support certain other people and where the fault lines in those alliances map onto seniority, tenure, or proximity to power, you are watching trust break down at a group level.

The factionalism is not the root problem. It is the symptom of a culture that has not resolved its genuine conflicts through direct conversation. When difficult conversations are avoided long enough, people find other ways to manage the unresolved tension, and factions are how that happens.

What to do instead: Do not try to manage the factions. Find the unresolved conflict underneath them. That is what needs the direct conversation.

Category 3: The Leadership Signals

A third category of warning signs is the most confronting because it requires leaders to examine their own behaviour, not their team's. Most cultural failure is a leadership failure. The culture you have is the culture you are creating, through what you reward, what you overlook, and which conversations you find reasons to delay.

10. You Have Been Putting Off at Least Three Conversations

Think right now about the conversations you have been meaning to have and have not had. The performance issue you addressed gently six months ago and have not revisited. The team dynamic problem you noticed in January and decided to watch before acting. The leader on your team who is technically excellent and interpersonally destructive and who you have been hoping will improve on their own.

Every conversation you delay costs you credibility with everyone who is watching you delay it. Your high performers are watching. They are noting every time you see something and say nothing. They are recalibrating their assessment of whether this is an organisation that holds people to real standards. The direct line between avoided conversations and resignation letters is not metaphorical. It is mechanical.

Jonno White, bestselling author of Step Up or Step Out (10,000+ copies sold) and a Certified Working Genius Facilitator, works with leadership teams globally to build the capability and courage for exactly these conversations. Email jonno@consultclarity.org to discuss a workshop, keynote, or team facilitation session focused on building a feedback-rich, accountability-based culture.

What to do instead: Write down the three conversations you have been avoiding. Commit to having the first one this week. Not a gentle version. The real one.

11. Your Recognition Is Generic

'Great work, everyone' at the end of a team meeting is not recognition. It is noise. High performers, who are acutely aware of the difference between their contribution and others', experience generic recognition as either patronising or as evidence that their specific contribution is invisible to you.

Effective recognition is specific, timely, and public. It names the behaviour, connects it to the impact, and distinguishes the person's contribution from the baseline. It does not conflate consistent extraordinary effort with average delivery. When your recognition is generic, you are inadvertently signalling that extraordinary effort is not worth distinguishing.

What to do instead: Before your next team meeting, identify one specific thing one specific person did that was above what was required. Name it in the meeting with precision. That conversation takes ninety seconds and sends a signal that outlasts any engagement survey.

12. You Are Using Busyness as a Reason Not to Develop Your People

A common pattern in high-pressure organisations is that the developmental conversations, the ones about growth, stretch, career, and aspiration, keep being postponed in favour of the urgent. This is understandable. It is also one of the clearest predictors of departure.

The Gallup State of the Global Workplace 2026 Report identified that the steepest drops in engagement occurred precisely in the manager layer, the people most responsible for those developmental conversations. When the people who are supposed to be developing their teams are themselves unsupported and overwhelmed, the developmental conversation disappears entirely from the culture, and high performers looking for growth start looking for it elsewhere.

What to do instead: Block one hour per month for a proper developmental conversation with each direct report. Not a performance check-in. A conversation about where they want to go, what they want to learn, and what you can do to help them get there.

13. You Are Tolerating Behaviour That Contradicts Your Stated Values

Every organisation has stated values. The values that actually govern behaviour, the ones people use to navigate ambiguous decisions and interpersonal tensions, are the ones you demonstrate through what you are willing to call out and what you let pass.

When a senior team member behaves in a way that contradicts a stated value and suffers no consequence, everyone notices. Your high performers especially. They have invested in believing that the stated values are real. Every time that belief is proven wrong, they disinvest a little more. The cumulative effect of repeated tolerance of values violations is a culture where the stated values become a source of cynicism rather than belonging.

What to do instead: Pick one stated value and ask yourself: when did I last hold someone accountable for violating it? If you cannot name a specific instance from the last ninety days, the value is aspirational, not operational.

Category 4: The Structural Signals

The fourth category of warning signs is structural, the ways your systems and processes are communicating something about your culture that your words are not saying.

14. Your Performance Conversations Happen Annually

If the main occasion on which people receive honest feedback about their performance is an annual review, your culture is operating on a twelve-month delay. Problems that were visible in March are still being addressed in November. High performers who needed to know how they were doing in April are finding out in October, long after they needed the input to grow, and in some cases long after they decided to leave.

Annual performance reviews are not a performance management tool. They are a documentation tool. The actual performance management happens, or fails to happen, in the day-to-day conversations between leaders and their teams. When those conversations are absent, the annual review becomes a meeting in which everyone is surprised.

What to do instead: Replace the concept of 'performance review' with 'ongoing performance conversation.' Schedule brief monthly check-ins that cover three things: what went well, what needs adjusting, and what support is needed. The annual review then becomes a summary of a conversation that has already been happening.

15. Your Engagement Survey Is Treated as Evidence Rather Than as a Question

There is a particular way engagement surveys are misused that is directly relevant to the problem of high-performing teams falling apart. The survey comes back at 73 percent favourable. Leadership breathes a sigh of relief. The data is filed. The cycle repeats.

The survey score is not evidence that your culture is healthy. It is a question about whether your culture is healthy. A 73 percent favourable score means that 27 percent of your people reported dissatisfaction, and that number almost certainly underrepresents the true level because survey responses are self-censored in cultures where honest feedback is risky.

The question to ask after every engagement survey is not how do we get to 78 percent next year? It is what would need to change for the 27 percent to feel differently, and are we willing to make that change?

What to do instead: After your next engagement survey, hold a team session specifically focused on the gap. Not on the 73 percent. On the 27. Ask: what would need to be true for this to shift?

16. Your Culture Is Defined by What You Tolerate, Not What You Espouse

Leadership sets culture not through vision statements but through response patterns. What do you do when a target is hit but the process that got there was not good for the people involved? What do you do when someone delivers extraordinary results but treats their colleagues destructively? What do you do when a team member raises a systemic problem that would be uncomfortable to address?

The answers to those questions, lived consistently over time, are your actual culture. High performers watch those answers carefully. They are asking a specific question: is this a place where doing things the right way is rewarded, or just where doing things is rewarded regardless of how? The answer will determine whether they stay.

What to do instead: Ask your leadership team to name three things they have tolerated in the last six months that they should not have. That conversation, held honestly, is the beginning of real cultural accountability.

17. You Have Not Had a Genuine Conversation About Culture in the Last Three Months

This is the most common structural signal of all: culture is simply not on the agenda. The organisation is too busy executing strategy to examine the conditions under which strategy gets executed. Leaders know something is not quite right but cannot point to a data set that forces the conversation. The cultural health check keeps getting deferred.

The thing about culture is that it does not wait for your calendar to clear. It is being built or eroded in every interaction, every decision, and every conversation you do or do not have. Choosing not to examine it is not a neutral choice. It is a choice in favour of the status quo, whatever the status quo currently is.

What to do instead: Put a standing sixty-minute team culture session on the calendar for the end of each quarter. The agenda is simple: what three things are we doing that are building the culture we want, and what three things are eroding it?

Common Mistakes to Avoid

The most common mistake leaders make when confronting the warning signs above is to reach for a programme rather than a conversation. They commission a new engagement survey. They launch a wellbeing initiative. They roll out a new recognition platform. None of these things address the actual problem, which is that the culture has been allowed to drift from what was promised to what is practised, and that drift has happened in the absence of direct conversations.

A second common mistake is to conflate high output with high health. The MIT Sloan Management Review research found that toxic corporate culture was the single best predictor of attrition in the first six months of the Great Resignation. It was ten times more important than compensation. The data makes the point more starkly than any anecdote: results and culture are not the same thing. You can have one without the other. But you cannot sustain one without the other indefinitely.

A third mistake is to treat turnover among high performers as an individual failure rather than a systemic signal. When one excellent person resigns, it is easy to attribute that to their personal circumstances. When three excellent people resign within twelve months from the same team, the explanation is cultural, not individual. The pattern is the evidence.

A fourth mistake is to solve the symptoms without diagnosing the root cause. If your best people are leaving, you do not need a better exit interview process. You need to examine the leadership conversations that were being avoided in the twelve months before those resignations.

Jonno White works with organisations to build exactly this capacity. As a Certified Working Genius Facilitator and the author of Step Up or Step Out, Jonno facilitates the kinds of leadership team sessions that surface the real conversations, not just the comfortable ones. Whether you need a keynote to open the topic with a large audience or an executive offsite to go deep with your leadership team, email jonno@consultclarity.org. International travel is far more affordable than most clients expect.

A fifth mistake is to assume that because nobody is complaining, nobody has a problem. In a culture where honest feedback is not safe, people do not complain. They plan their departure. The absence of complaints in a high-pressure, high-output team is not silence. It is strategy.

Implementation Guide: What to Do This Month

The warning signs in this blog are not meant to produce anxiety. They are meant to produce action. Here is a concrete sequence for leaders who recognise several of the signs above and want to start rebuilding a high-performing team culture that is actually healthy.

In the first week, conduct a leadership audit. Sit with a blank page and answer these three questions honestly: which three conversations have I been avoiding and for how long? Which member of my team is doing a disproportionate share of the cultural heavy lifting? What one behaviour in my team contradicts a stated value that I have been letting pass? Write the answers down. Do not share them with anyone yet. The point is clarity, not performance.

In the second week, have the first avoided conversation. Not the hardest one. The one you have been putting off the longest, because that is the one whose absence is costing you the most credibility. Keep the conversation focused, specific, and future-oriented. Do not apologise for having it. It is an act of leadership.

In the third week, schedule a genuine developmental conversation with each direct report. Not a check-in. A conversation specifically about their growth, their aspirations, and how you can help them get where they want to go. High performers who feel invested in stay. High performers who feel used leave.

In the fourth week, host a team conversation about culture, not as a report on the engagement survey, but as a genuine inquiry. Ask your team: what three things are we doing that are building the culture we said we wanted? What three things are working against it? Listen without defending. Take notes. Commit to acting on at least one thing before the next month's session.

For leaders who want to go deeper than self-directed action, Jonno White offers keynote sessions, Working Genius facilitation workshops, and executive team offsites designed specifically to address the leadership culture conversations that organisations find difficult to have on their own. Jonno works with schools, corporates, and nonprofits globally, and many organisations find that flying him in is far more cost-effective than they expected. Email jonno@consultclarity.org or visit consultclarity.org to find out more.

For a deeper framework on having the specific conversations that arise when you find the problems, read the blog post '25 Crucial Tips for Handling Difficult Conversations' at https://www.consultclarity.org/post/25-crucial-tips-for-handling-difficult-conversations. For a direct look at how Working Genius can reveal why your team's energy is misaligned with its work, read 'Patrick Lencioni's Organisational Health Model: Complete Implementation Guide' at https://www.consultclarity.org/post/patrick-lencioni-organisational-health-model-implementation-guide.

Frequently Asked Questions

How do I know if my high-performing team has a culture problem?

The clearest signal is the pattern of who is leaving. If your strongest performers are exiting at a higher rate than your average or weaker performers, your culture has a problem regardless of what your KPIs show. A second signal is the quality of your meetings: specifically, whether your best people are contributing their real views or going through the motions. A third is your own honest inventory of conversations you have been avoiding. Any one of these signals in isolation might have an innocent explanation. All three together are a pattern that needs a direct response.

What is the difference between engagement and commitment?

Engagement measures whether people are showing up and participating. Commitment measures whether they would choose this organisation if they had a free choice. A team member can be engaged, performing their role, attending meetings, completing their tasks, while simultaneously not being committed, actively considering their options and quietly planning their exit. Engagement scores measure behaviour. Commitment reflects belief. A high-performing team culture needs both. You can have engagement without commitment for a long time. Eventually, committed people stop being engaged and then they leave.

How was this list compiled?

Every sign on this list was selected on the basis of three criteria: it must be observable to a leader paying attention, it must have a direct causal link to the departure of high performers rather than low performers, and it must be a sign that can coexist with strong results. The goal was to surface signals that are invisible behind healthy-looking metrics. Research sources include Gallup's State of the Global Workplace 2026 Report, MIT Sloan Management Review, Google's Project Aristotle, and Eagle Hill Consulting's retention research.

Can I hire someone to help my leadership team work through these conversations?

Yes. Jonno White, a Certified Working Genius Facilitator, bestselling author, and leadership consultant, designs and delivers workshops, keynotes, and executive team sessions specifically focused on the leadership conversations that organisations find difficult to initiate on their own. His Working Genius facilitation sessions help teams understand where energy is being extracted rather than built. His accountability and difficult conversations workshops give leaders the specific frameworks they need to have the real conversations. Email jonno@consultclarity.org or visit consultclarity.org to discuss your team's needs.

Is this only relevant for large organisations?

Not at all. The dynamic of high output concealing cultural deterioration is particularly acute in schools, nonprofits, and small organisations where people are mission-driven and tend to absorb a great deal before naming what is wrong. The warning signs on this list apply equally to a team of eight and a team of eighty.

Final Thoughts

The paradox at the heart of this blog is simple: the things that make a team look successful in the short term, high output, strong results, consistent delivery, are not the same things that make a team sustainable over time. Sustainable high-performing team culture is built on trust, honest feedback, developmental investment, and the willingness to have the conversations that feel risky. Those things do not show up in a quarterly KPI report. They show up in whether your best people are still there in three years.

If you have recognised several of the signs in this list, the first and most important thing is not to commission a programme. It is to have a conversation. Pick one of the warning signs that felt uncomfortably familiar and act on the 'what to do instead' recommendation before this week is over. That is where cultural rebuilding starts: not in a strategy document or a new initiative, but in a single honest conversation that changes the pattern.

Jonno White, bestselling author of Step Up or Step Out and a Certified Working Genius Facilitator and host of The Leadership Conversations Podcast (230+ episodes, 150+ countries), works with leadership teams navigating exactly these challenges. His keynotes, workshops, and executive team sessions create the conditions for the real conversations to happen. Whether you need a single keynote or a multi-session team facilitation programme, email jonno@consultclarity.org to start the conversation.

The resignation letters you have already received were not sudden. They were the end of a long silence. The ones you have not received yet can still be prevented. The question is whether you are willing to have the conversations that would change the pattern.

About the Author

Jonno White is a Certified Working Genius Facilitator, bestselling author, and leadership consultant who has worked with schools, corporates, and nonprofits around the world. His book Step Up or Step Out has sold over 10,000 copies globally, and his podcast The Leadership Conversations has featured 230+ episodes reaching listeners in 150+ countries. Jonno founded The 7 Questions Movement with 6,000+ participating leaders and achieved a 93.75% satisfaction rating for his Working Genius masterclass at the ASBA 2025 National Conference. Based in Brisbane, Australia, Jonno works globally and regularly travels for speaking and facilitation engagements. Organisations consistently find that international travel is far more affordable than expected.

To book Jonno for your next keynote, workshop, or facilitation session, email jonno@consultclarity.org.

Next Read

If this blog prompted you to think about the specific conversations you have been avoiding, the next step is practical. The blog post 'How To Have THAT Difficult Conversation With An Employee' gives you a specific framework for having performance conversations with the people on your team who need them most.

There are many occasions where a hallway conversation works well. Or, in a high-performing team, where accountability conversations can happen in a team environment. However, if it is a sensitive topic or you have taken lots of small steps and nothing has been resolved, then talking privately is the answer.

Keep reading: https://www.consultclarity.org/post/how-to-have-that-difficult-conversation-with-an-employee