LET address is the most radioactive element in the bow -time table of your team: the brilliant, toxic developer you are just Isn't it Fire.
We all know the kind. The type of engineer codes like a wizard but talks like a warlord. They send a flawless architecture in half the time … then shoot it all in a single slack message. Worse, they are considered “irreversible”, perhaps because they have critical infrastructure, they only understand your legacy system, or they have acquired Execs wrapped in their GIT history.
Here's the uncomfortable fact: you don't have to burn them to repair the damage. But you do Need an approach. One that protects your team's culture without the illumination of a fuse under your best coder.
Let me show you what really works.
1. Identify their intelligence without worshiping it
Toxic deves often develop in environments where their thinking is equivalent to immunity. Be clear: “We appreciate your expertise, but that doesn't give a passing pass.”
You can praise their output while still holding back their responsibilities. It's not about reducing their genius; It's about balancing it in team unity. If their presence removes morals, the entire team's speed decreases (even if this person drags three features throughout the end line).
Try it: a private 1: 1 where you clearly separate their technical contributions from interpersonal issues. Use neutral, noticeable facts. No uploaded language such as “arrogant” or “poor”; Just call the effect.
“When you criticize the database decision in the chat group, the two junior devs told me that they were afraid to speak afterwards. That slowed our collaboration.”
It's not about emotions; It's about the outcomes. When psychological safety is lost, so does change.
Poisoning is not just a human problem. This is a productivity problem.
2. Set boundaries like your work (because it is)
Brilliance can make people brave. But left that is uncontrollable, it turns right.
If you let the Dev set their own policies such as skipping standups, ghosting code reviews, architectural decisions dominate, you reinforce the idea that they are above the system.
Set the writing expectations. Include:
- Code Participation Laws Review
- Communication standards (e.g.
- Times of response and ownership of the task
You are not micromanaging. You put the bumpers in a bowling lane.
And here's the kick: Implement those boundaries Everything.
If this dev sees others staying away from sloppiness, they will justify their own rules. The same is your weapon.
Also, be prepared to repeat yourself. High performers often test limits as a way to seek validation or control.
3. i -redirect the ego: make them a mentor
It sounds counterintuitive. Why give more influence to a person causing friction?
Because Ego is not the enemy. Not yet noticed ego ay.
Designate this dev as a mentor to a highly junior potential (a resilient person). This creates two effects:
-
It gives them a new identity: “mentor” instead of “one -time genius.”
-
It enjoys their teammates. It's more difficult to waste someone you coaching.
Make it clear that the goal is not just technical transfer. It is also about collaboration with age.
If they do well, get to know it. If they struggle, use it as a mirror: “It has a hard time asking you a junior dev. Let's explore why.”
You use their strength (technical efficiency) to cure their weakness (poor cooperation).
This change in paper can spark a change. Many Devs want to be seen as leaders but do not know how. Give them a playbook, and you hold it.
4. Shield the team without feeding the drama
Sometimes, the shield with the rest of your team is not quite about changing the toxic dev and more about buffering at all.
Run post-mortem focused ProcessNot people. Use unidentified feedback tools. Normalize phrases such as:
- “Let's appreciate the clarity of intelligence.”
- “All comments should be kind, certain, and can act.”
Create psychological safety. You want your devs to take risks, ask dumb questions, and push again – even in front of the most scary teammates.
Team culture is more fragile than you think. It only takes an uncontrollable outburst to make someone quietly start looking for a new job.
And remember: if your other team members start checking out, you have a bigger problem than a high-performance jerk.
5. Document all and develop redundant
This is your insurance policy. If this Dev is truly unable to assume NowThey should not stay that way forever.
Start by developing the documentation. Pair them in critical activities so that no system is a black box. Normalize knowledge sharing sessions and rotate the ownership of the legacy code.
Make them less than a bottleneck without it clear.
Then document each incident of toxic behavior. Dates. Screenshots. Effect. Silently develop a case that cannot be ignored by HR or leadership.
You are not playing revenge. You are preparing a Option.
Because someday, someone Will Ask, “Why didn't we act earlier?” And you will have an answer.
Having the documentation also helps protect you and the team. It turns out of vague discomfort in visible patterns.
Conclusion
THere is a great line between the brightness and burnout. And sometimes that line runs straight to the wisest person on your team.
As a tech lead or manager, your job is not to serve the ego. This is to cultivate a culture where Everything may develop. This means to give your toxic star a path to improve, but never let them touch the rest of the team hostage.
You do not have to choose between the quality of the code and the power of the team.
Lead both.
And if you play it right, you can just -on your hardest dev to your most surprising success story.
Or, somehow, a slightly less fragrant genius.
Got a toxic dev to a twist ended with a twist? Drop it in the comments.
