Early in my career, I inherited a team with a problem. The top performer — by every measurable metric — was also the most disruptive force on the floor. He hit his numbers. He also made everyone around him miserable.
My instinct was to protect him because he produced. My boss at the time gave me one of the best pieces of management advice I've ever received: "In this company, you have to do A+ work and not be a jerk. Pick one, and you'll be gone."
That principle has guided how I build teams ever since.
We Manage Behaviors — Not Results
This is one of the most important — and most misunderstood — principles in management. Results are the output. Behaviors are the input. You can't directly control what someone produces. You can directly observe, coach, and hold accountable how they show up.
A salesperson who hits their quota through intimidation, manipulation, or burning relationships is not a success. They're a liability with a good quarter. A teammate who delivers excellent work but undermines everyone around them is not a keeper — they're a cancer that grows quietly until it's too late to treat.
The manager's job is to pay attention to behaviors — consistently, deliberately, and without looking away because the numbers are good.
What "A+ Work" Actually Means
A+ work isn't about perfection. It's about effort, ownership, and standards. It means:
- You show up prepared and on time.
- You do what you say you're going to do.
- You take accountability when something goes wrong instead of deflecting.
- You bring your best, not just enough to get by.
- You care about the quality of your work, not just the appearance of it.
A+ work is coachable. If someone cares and is willing to grow, you can get them there. That's what management is for.
What "Don't Be a Jerk" Actually Means
This one sounds simple. It isn't. Jerk behavior shows up in subtle ways that managers often ignore until the damage is done:
- Dismissing teammates' ideas in meetings.
- Taking credit for shared work.
- Complaining about leadership without ever bringing solutions.
- Being charming to management and difficult to peers.
- Creating a culture where people feel they have to walk on eggshells.
These behaviors erode trust. They demoralize high-performers who would rather leave than tolerate the dysfunction. And because they're often invisible to leadership — especially when the "jerk" is delivering results — they persist far longer than they should.
Management by Wandering Around
You can't manage behaviors from behind a desk. This is where the principle of Management by Wandering Around becomes essential. To truly know what's happening on your team, you have to be present. You have to watch how people interact. You have to notice who's energized and who's withdrawn. You have to be visible enough that people feel comfortable bringing you real information.
The best managers I've ever known had a gift for reading a room — not because they were psychic, but because they showed up. They were curious about their people. They paid attention.
The Conversation You Have to Have
If someone on your team is failing the "A+ work, don't be a jerk" standard, you have to tell them. Clearly. Specifically. Without hedging.
Not: "I've noticed some tension on the team lately."
Yes: "In Tuesday's meeting, when you interrupted Sarah twice and dismissed her idea without letting her finish, that's not how we operate here. That needs to stop."
Specific feedback on specific behaviors. That's management. The vague version protects no one and changes nothing.
Give it once with clarity. Give it twice with consequence. If it doesn't change, make a decision. Because the cost of tolerating it — to your culture, your team, your own credibility as a leader — is always higher than the cost of the uncomfortable conversation.
"A+ work, don't be a jerk. The simplest framework for culture I've ever found. And the hardest to enforce."← Back to the Journal