The Hidden Danger of Slow Burns: Why Leaders Can't Ignore Cultural Saboteurs
As leaders, we're often focused on those major, visible problems that demand our immediate attention. In terms of employees, these "forest fires" are those who commit egregious acts or behave in ways so counterproductive that their removal is obvious and swift. But while we're busy putting out the forest fires, it's easy to overlook the slow burns—employees who, while proficient at the "what," are failing miserably at the "how.” These individuals quietly erode company culture over time, and left unchecked, they may cause as much or more damage than the blatant culprits.
The "What" vs. the "How"
Slow burns are the ones who are technically competent, but their behavior undermines your company’s culture. They’re great at delivering results—the “what”—but they lack the empathy, collaboration, and cultural fit that should be just as important—the “how.” When leaders overlook the "how" in favor of the "what," they set a dangerous precedent: it’s okay to do the job, no matter how you treat people or the environment you create while doing it.
The Flip Side: When Results Don’t Matter
On the flip side, there’s also a risk of keeping someone who doesn’t perform, even if they are culturally aligned. We all want great people to succeed, but if they aren’t delivering results despite every effort to support them, it sends the message that performance doesn’t matter. This can diminish the achievements of others and create a perception of favoritism, which is also damaging. However, in my experience, it’s the first type of slow burn—the high performer with toxic behavior—that occurs more often and has a more dramatic effect on culture. That’s why this post focuses on the cultural risk of overlooking behavior in favor of results.
Rationalizing the Slow Burn
It’s easy to rationalize keeping these employees around. After all, they’re getting the work done. As leaders, we often move at such a fast pace that addressing bad behavior—especially from someone who is performing—feels like an annoying task we can always push to tomorrow. But tomorrow turns into next week or next month, and before we know it, the slow burn has spread, leaving a trail of disengaged, frustrated, or resentful employees in its wake.
The Cost of Avoiding the Slow Burn
When leaders ignore the slow burn, they send a dangerous message to the rest of the team: “We care about results more than we care about how we get there.” This message slowly but surely chips away at trust, engagement, and alignment. The rest of the team sees that you’re willing to tolerate bad behavior or toxic attitudes, which makes them feel less supported and devalues their efforts to uphold the company’s culture and values.
A team that feels unsupported is not a team that will thrive long-term. They start to question whether you have their back, whether you really stand by the values you preach, and whether it's worth putting in the extra effort to maintain a positive, collaborative environment. Once that trust is eroded, it can be extremely hard to rebuild.
Moreover, slow burns don't just impact culture in the abstract—they directly affect your bottom line. Culture is the engine that powers employee engagement, innovation, and performance. When you allow a toxic force to remain, you risk higher turnover, lower morale, and declining productivity.
Facing the Hard Truth
As a leader, you must face the hard truth: the slow burns are just as dangerous as the forest fires, and often, they're harder to spot. You might feel tempted to avoid confrontation because these employees are “doing their job.” But if their behavior is eroding the culture, they're burning down your house from the inside.
The fix requires a commitment to holding everyone accountable to the same standards of excellence in both the "what" and the "how." It means having tough conversations and letting go of the idea that results alone are enough. It’s about setting the example that how we work together, treat each other, and maintain our culture matters just as much as what we deliver.
Turning the Tide
The good news is that addressing slow burns can turn things around more quickly than you might expect. Once you start reinforcing that behavior and culture are just as important as results, you’ll see a shift. Those who were previously disengaged or frustrated will notice the change. They’ll see that you’re committed to maintaining the integrity of the team, and in return, they’ll likely reengage and bring their best selves to work.
You may lose some technical talent in the short term, but what you gain—a healthier, more aligned, and committed culture—is worth its weight in gold. When recruiting, seek out those who you would rate at least at a 7 out of 10 for both the “what” and the ”how.” A cohesive, values-driven team will deliver better results in the long run, and you’ll spend less time putting out cultural fires and more time driving meaningful growth and innovation.
The Bottom Line
Don't let the slow burns burn down your house. It’s easy to avoid them, but that avoidance comes at a steep price. As leaders, we have a responsibility to protect the integrity of our culture, even when it’s uncomfortable. A strong culture is the foundation of a thriving business, and that foundation depends on how well we lead, not just in the obvious moments, but in the quiet ones as well.