The TnT (Talent and Toxicity) Matrix

Every organization, sooner or later, faces a tough call: What do you do with an exceptionally talented person who poisons the well? As a manager and consultant, I’ve seen this play out repeatedly—not just in offices but on baseball fields too.

Take Barry Bonds, for example. He was as talented as anyone who ever played the game, but teammates often called him a bad teammate, demanding special treatment and stirring friction in the clubhouse. The Giants made it to a World Series once during his era but never won the championship. Baseball’s stats like WAR capture his on-field impact but say nothing about the cost of a “bad apple” off the field—how that toxicity affects team chemistry, morale, and success.

From experience and research, one bad apple can spoil the whole barrel. Each time we’ve removed a toxic presence—even at the cost of skill loss—the team improved. Talent matters, but character and culture matter more.

To help leaders navigate this balancing act, I developed the TnT Matrix—short for Talent and Toxicity. It’s a straightforward visual tool that plots employees based on two factors:

     · Talent, rated on the horizontal axis from 1 to 10

     · Toxicity, rated on the vertical axis from 1 to 10

Understanding the Axes: Where Do Your Employees Fit? Rate your employees on each of the axis and plot them on the TnT Matrix and see where they fit.

Toxicity Axis (1–10):

A toxic employee is not simply someone who complains or engages in occasional conflict. Toxicity comes in many forms, some obvious and some subtle, and its impact can ripple through a team far beyond what’s visible on the surface. These are individuals who consistently strain relationships, erode trust, and place their own needs above collective success. They may regularly call in sick without valid reasons, show up late, or neglect their responsibilities, leaving others to pick up the slack. They might refuse to participate in after-hours commitments or team support activities, withdraw from group interaction, or deliberately avoid collaboration. Even an employee who performs their core tasks well can still be toxic if they isolate themselves, refuse to share information, or disrupt the flow of cooperative work.

Toxic behaviors can range from subtle indifference to overt hostility. Some examples include habitually missing deadlines, resisting all feedback, spreading negativity or gossip, undermining colleagues, and deliberately withholding support or resources. Others manipulate situations for personal gain, avoid problem-solving, or consistently pit team members against each other. Whether the toxicity is passive—like disengagement and lack of communication—or active—like verbal outbursts and undermining leadership—the common thread is that their conduct harms morale, reduces productivity, and weakens the team’s cohesion. Using this scale’s Toxicity Axis from 1 to 10, leaders can identify the severity and impact of such behaviors, address them early, and ensure the workplace remains a space where respect, collaboration, and accountability prevail.

     1. No Concern — A positive contributor with no disruptive behavior.

     2. Low Concern — Slight quirks or occasional frustrations but generally harmless.

     3. Mildly Disruptive — Minor issues that occasionally require management attention.

     4. Problematic — Recurring disruptive behaviors impacting some team dynamics.

     5. Moderately Toxic — Noticeable negative influence affecting morale or workflow.

     6. Harmful — Behaviors that damage team collaboration and productivity.

     7. Serious — Frequent and significant disruptions causing distress or conflict.

     8. Destructive — Severely undermining culture and team effectiveness.

     9. Severe — Pervasive negativity or toxic conduct that threatens organizational health.

10. Toxic — Consistently harmful, unethical, or dangerous behavior that cannot be tolerated.

Talent Axis (1–10):

The Talent Axis measures an employee’s overall capability, contribution, and growth potential. Talent is not limited to technical skill—it also includes experience, judgment, and the ability to apply knowledge effectively within a team. A more talented employee not only performs tasks well but also elevates those around them through problem‑solving, initiative, and consistent results. Skill level tends to increase with experience, but true talent is shown through adaptability, ownership, and a desire to keep improving. Someone may have years of experience yet still operate at a moderate level, while others rise quickly through drive, learning agility, and creative contribution.

At the lower end of the scale are rookies and novices who are still finding their footing and require continued guidance and support. As individuals grow to become competent and skilled, their value to the team becomes more consistent and their need for supervision decreases. The upper levels—advanced, expert, master, and superstar—represent employees who not only excel in their work but also inspire excellence in the people around them. They are dependable under pressure, innovative in solving challenges, and often help shape the direction and success of the group.

     1.      Rookie — Just starting, requires lots of guidance and development.

     2.      Novice — Learning basics but limited contribution yet.

     3.      Beginner — Developing skills, starting to make small contributions.

     4.      Developing — Gaining competence and reliability in role.

     5.      Competent — Steady, dependable performer.

     6.      Skilled — Above average performance with specialized ability.

     7.      Advanced — Proficient, trusted to handle complex tasks.

     8.      Expert — Highly capable and valuable; often leads initiatives.

     9.      Master — Exceptional skill and influence, critical to team success.

     10.  Superstar — The rare elite who consistently exceeds goals and drives outcomes.

The matrix is divided into six zones each describing key employee profiles.

     1. Rotten Apples (“Get Off the Bus Zone”)

     2. On the Fence (“Danger Zone”)

     3. Just Enough Guys (“Average Zone”)

     4. Rising Stars (“High Performer Zone”)

     5. Unicorns (“Dream Team”)

     6. Neutral (“Observation Zone”)

Using the TnT Matrix: How to Identify Employee Profiles

To use the TnT Matrix effectively, leaders start by rating each employee on the two key dimensions: Toxicity and Talent, both scaled from 1 to 10. Plot the intersection of these ratings on the matrix and refer to the graphic to determine which of the six employee zones the individual falls into. This visual placement provides important insight into their overall impact on your team and organization.

Understanding the Six Zones

     1. Rotten Apple (“Get Off the Bus Zone”)

These employees resist change, express cynicism, and hesitate to support organizational goals. Much like one rotten apple can spoil the whole barrel, these individuals’ negativity and defiance spread through the team, severely damaging morale and culture. Employees in this zone should be removed from the organization, they have crossed the “Toxicity Threshold”.

     2. On the Fence (“Danger Zone”)

Similar in attitude to Rotten Apples but with some potential for change. These employees may be at a crossroads—leaders should actively engage and coach them to either improve or recognize when it’s time to part ways.

     3. Just Enough (“Average Zone”)

Employees who meet only baseline expectations. They reliably complete assigned tasks but rarely go beyond, showing little initiative or drive. While not disruptive, they add minimal energy or innovation to the team.

     4. Rising Star (“High Performer Zone”)

Consistently exceeding expectations and proactively contributing. These employees take initiative, bring fresh ideas, and demonstrate growing leadership potential, making them valuable assets to the organization.

     5. Unicorn (“Dream Team Zone”)

The ideal employee archetype—driven, dedicated, optimistic, and influential. Unicorns inspire others and often lead initiatives, playing critical roles in shaping team culture and organizational success.

     6. Neutral (“Observation Zone”)

Employees here are neither toxic nor highly productive; this zone is best reserved for newer team members still finding their footing. Long-term placement in this zone should prompt leaders to evaluate how to elevate their contribution or consider alternative roles or transitions.

By using the matrix and understanding these zones, leaders can engage in more informed, actionable conversations tailored to each employee’s unique situation—whether the goal is development, coaching, or letting go for the greater good of the team.

Call to Action

The TnT Matrix is a powerful tool designed to help leaders see their organization more clearly by balancing talent and toxicity in their workforce. It encourages a comprehensive view—beyond just skills and output—to include how employees' behaviors and attitudes impact team health and culture. While no tool is perfect, this matrix can illuminate those who propel the organization forward as well as those who may be quietly undermining it. By honestly assessing where each employee fits on both the talent and toxicity scales, leaders can make better decisions about development, coaching, or, when necessary, difficult separations.

Leaders are encouraged to use the TnT Matrix as a starting point for ongoing dialogue about team dynamics and organizational well-being. It is not about labeling people but about identifying patterns that affect collaboration and productivity. Sometimes, high talent can mask toxicity that erodes trust and morale; other times, a seemingly “average” team member may be a culture champion worth investing in. This framework invites leaders to embrace a balanced approach—valuing character as much as competence—to build stronger, more resilient teams that thrive together. The health of an organization depends on its people, and this tool is one way to keep the focus where it matters most.

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