The Myth of the "Bad Apple": Why One Toxic Employee Can Spoil the Whole Barrel
For years, when inappropriate or toxic behaviour emerges in a workplace, it's been blamed on the "bad apple" — the lone troublemaker whose actions are seen as an unfortunate exception to an otherwise healthy culture. But what if the issue isn’t just the apple, but the entire system that allowed it to rot — and worse, to spread?
As former General Electric CEO Jack Welch once said, “The cost of one bad apple can be the loss of many good ones.” It's a warning echoed by research from the Harvard Business Review, which found that the ripple effect of toxic behaviour can be far-reaching. According to their analysis, the impact of a toxic employee has a 1.59x multiplier effect — meaning that even one individual displaying harmful behaviours can influence others to act the same way, eroding morale, culture, and performance.
In other words: it’s rarely just one bad apple for long.
Inappropriate workplace behaviours - bullying, discrimination, harassment and sexual harassment - thrive in silence. When they go unaddressed, it sends a signal to others: poor behaviour is tolerated here. Over time, others may mimic the behaviour to survive, compete, or simply because they believe it’s acceptable. Good employees, frustrated or demoralised, begin to disengage, or leave altogether. The result? A culture shift, where disrespect becomes the norm and good people exit.
This is why addressing inappropriate behaviour early and at the lowest level possible is so crucial. Left unchecked, small issues snowball. A snide comment here, rudeness and disrespect there can build over time. Addressed quickly, expectations can be re-established before real damage is done.
The Role of Leadership
Too often, leaders avoid tackling these issues out of discomfort, fear of confrontation, or a lack of confidence in their ability to have difficult conversations. But avoidance can be costly. To protect workplace culture and retain great people, leaders need to be equipped to step in early, and do it well.
This means upskilling leaders at every level to address behaviour in a way that is firm, fair, and person-centred. It’s not just about calling people out it’s about bringing them along the journey. Helping them understand the impact of their behaviour, and supporting them to improve, when possible.
Culture is Contagious — For Better or Worse
Workplace culture is contagious. Just as inappropriate workplace behaviours can spread, so can safety, respect and inclusion. The difference lies in what we tolerate, what we model, and what we reward.
So the next time someone says, “It’s just one bad apple,” it’s worth asking: For how long? If you don’t take action, one apple can spoil the whole barrel — and cost your organisation the culture you are trying to build.
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