Dr. Collins was a brilliant surgeon, respected for his technical expertise, admired by patients, and sought after for complex cases. But inside the hospital, he was a storm cloud. In meetings, he dismissed colleagues’ ideas with an eye roll or a sharp retort. In the OR, he barked orders and showed open frustration when things didn’t go his way. Nurses avoided him, residents feared him, and his peers barely tolerated him—although they did put up with him because, after all, he got results. But over time, the impact of his behavior became undeniable. Team morale plummeted, collaboration suffered, and even the most dedicated colleagues grew resentful. His manager, a fellow physician promoted for clinical excellence rather than leadership skills, felt powerless to intervene. How do you hold someone accountable when they’re not just your direct report but also your peer?

It is not easy to manage experts who have as much loyalty to their profession as they do their organization—professors, attorneys, physicians. Most of the time, their managers come from their own ranks, adding complications to the tasks of feedback, coaching, and performance management.

Additionally, the manager may have been appointed because of their technical skills, not their leadership skills. They may have a range of historical relationships (positive and productive to negative and counterproductive) with individual team members. This may make the manager feel uncertain and ill-equipped to hold their peers accountable.

Complicating things further, the manager may not be recognized as an authority given that they may also co-exist as a peer in the practice or department. All of this leads to the tendencies to overlook disruptive behavior, avoid confronting it, and inadvertently allow it to damage the team environment. In the book I co-authored with Charles Stoner, Working with Distressed Physicians, we offer perspectives and recommendations for dealing with disruptive behaviors while maintaining a strong and cohesive team. While this book specifically addresses physicians, I believe the strategies we discuss are applicable to leaders in a broad range of professions.

1. Identify Disruptive Behaviors Early. Disruptive behavior can show up in many forms—poor communication, negative attitudes, lack of cooperation, or even open conflict. It often stems from stress, frustration, or personal challenges. The key to managing disruptive behavior is early intervention. Small shifts in communication patterns, reluctance to engage in teamwork, or subtle negative comments can be early indicators that something is wrong. Addressing these issues early not only shows the person that you care, but it also ensures that problems don’t fester and grow into bigger conflicts.

2. Facilitate Change and Personal Growth. When managing disruptive behaviors, it’s not enough to simply point out the problem—you must also offer support to help the individual improve. Many disruptive behaviors arise from underlying issues, such as stress, lack of awareness, or difficulty managing interpersonal relationships. As a leader, it’s crucial to approach the situation with empathy, offering guidance and resources to help the individual grow. This requires emotional intelligence (EQ) on the part of the leader. Leaders with high EQ can recognize their own emotions and understand the emotions of others, making it easier to navigate tense situations with empathy and calmness. By managing emotions effectively, leaders can reduce the risk of escalating conflicts and create an environment where open communication is possible

Notably, to make any necessary changes, the person engaging in disruptive behaviors likely needs to attend to their own emotional intelligence. To help them do so, offer regular check-ins and feedback to allow the person to track their progress and understand that improvement is a gradual process. By supporting behavior change in this way, leaders show that they’re invested in the person’s personal and professional growth, not just in getting results.

3. Hold People Accountable. One of the most challenging aspects of leadership is holding colleagues accountable, especially when dealing with disruptive behaviors. With peers, the dynamic is different, and it’s essential to address the behavior in a way that fosters cooperation, not conflict.

One tried-and-true rule is to focus on the behavior, not the person. Leaders should provide specific, objective feedback that highlights how the behavior impacts the team. For example, rather than saying, “You’re always so negative,” a leader can say, “In the last few meetings, your comments seemed dismissive of others’ ideas, and that makes it harder for the team to collaborate effectively.” By addressing the behavior and its impact, not the individual, leaders avoid triggering defensiveness and encourage constructive dialogue. Creating a safe space for feedback and ensuring the conversation is collaborative helps peers take responsibility for their actions without feeling personally attacked.

4. Build a Culture of Respect and Accountability. A critical part of managing disruptive behaviors is fostering a team culture where respect and accountability are prioritized. Leaders who model respectful communication, transparency, and professionalism set the tone for the entire team. Clear expectations about behavior help team members understand what is acceptable and what is not.

A culture of accountability means that everyone, regardless of position, is responsible for their actions. Leaders should set clear guidelines about communication, teamwork, and conflict resolution, ensuring that all team members are on the same page. When respect and accountability are embedded in the team’s values, addressing disruptive behaviors becomes less about confrontation and more about aligning the team with shared standards.

Leaders who strike the right balance between empathy and accountability can turn disruptive behaviors into opportunities for improvement. When managed effectively, these challenges can strengthen team dynamics and improve overall performance. The ability to lead through disruption is an invaluable skill that ultimately builds stronger, more cohesive teams—ready to face whatever challenges lie ahead.

If you are interested in learning more about these strategies, please join me and Charles Stoner on Tuesday, May 6, when we will be discussing them during a Dion Leadership webinar.

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