A high performer refuses documentation and review. How should we handle it?
Individual output over team reliabilitySet shared quality and knowledge-transfer expectations that apply to everyone. Valuable expertise does not remove the need for review, continuity, and maintainable delivery.
What to do now
- Explain the delivery risk concretely
- Agree minimum documentation and review standards
- Include the work in estimates
- Address repeated exceptions through management
When to escalate
Escalate when
The behavior creates material safety, security, or continuity risk.
Who decides
The team lead and appropriate line manager
Example
A specialist includes review notes and recovery instructions as part of completing a critical change.
Mistake to avoid
Allowing star status to override essential controls.
Prevent a repeat
Review whether working agreements improve delivery and raise people concerns through the appropriate channels.
Suggested ApprovedFlow setup
- Tasks
- Resources
- Documents
Make agreed responsibilities and follow-up tasks visible while keeping sensitive people matters in the authorized confidential process. See the platform
Related cases
- How do we handle a team member leaving mid-project?Unplanned team transition
- How do we rebuild trust after a missed delivery?Trust damaged by unreliable commitments
- How do we distinguish quality assurance from quality control?Process-versus-output checks
- The product has many features but poor task completion. What should we prioritize?Feature output over user outcome