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When I was appointed leader of a new team, I inherited someone that was particularly toxic. He spread negativity among the team about leadership, product
When I was appointed leader of a new team, I inherited someone that was particularly toxic. He spread negativity among the team about leadership, product decisions and other members of the team. That said, he was also the most competent member of the team. How should I approach the challenge of managing him? Should I remove him from the company?
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