By Terry Mante
In any business setting, employees are expected to act as ambassadors of the brand and custodians of the company’s objectives. Yet, there is a growing number of employees whose actions are anything but aligned with their employer’s interests.
These individuals, whether driven by personal greed, frustration, or misguided opportunism, become dangerous employees. They subtly—or overtly—undermine the business, leading to losses that can cripple the organization over time.
A firsthand experience of betrayal
My wife and I had a firsthand experience with one such dangerous employee. We were in a store at a mall in Accra, looking to purchase an appliance. After asking about the product’s specifications, the salesperson, in a conspiratorial tone, said, “If you want, I can get you this item at a better price elsewhere.” Here we were, inside a well-known retail outlet, and the person entrusted with making sales for the store was actively encouraging us to buy the product from another source.
It was apparent that this salesperson was running a side hustle. His focus had shifted from serving his employer to pursuing personal gain—even if it meant the store would lose a sale. This was not just about poor salesmanship; it was about betrayal from within.
The digital world isn’t immune
This behavior isn’t isolated to traditional retail settings. I’ve encountered similar stories in the digital world, particularly with ride-sharing services like Uber, Yango, and Bolt. Many drivers on these platforms, after being matched with a rider, offer to cancel the ride on the app and instead carry out the journey offline for cash.
Their reasoning is simple: by bypassing the app, they avoid paying the platform’s commission. These drivers may think they’re making a bit of extra money on the side, but in reality, they’re chipping away at the integrity of the system that enables their livelihood.
These drivers are an example of dangerous employees in the gig economy. The platforms—Uber, Yango, Bolt—provide the infrastructure, marketing, and customer base that these drivers rely on to make a living.
If every driver gamed the system in that manner, these platforms would suffer significant revenue loss, which could lead to higher fees for all drivers, reduced services, or even business closure. And when that happens, who will give these drivers access to paying passengers?
Why do employees undermine their employers?
What drives employees to act against the interests of the companies that employ them? The answer is complex. For some, it may be dissatisfaction with wages or working conditions.
Others may feel that they are not valued by the company, leading them to justify unethical behavior as a means of “leveling the playing field.” For some, it’s simply greed—a desire to make a quick profit without considering the long-term consequences.
Regardless of the reason, the result is the same: when employees act in ways that harm their employer, they become dangerous to the business.
The far-reaching consequences of dangerous employees
The impact of such behavior is far-reaching. Dangerous employees don’t just cost businesses money; they damage reputations. In today’s world, where consumer reviews and ratings are only a click away, one dishonest employee can tarnish the image of an entire company. A salesperson who behaves unethically may cause a customer to lose confidence in the brand, deciding never to return.
Safeguarding against dangerous employees
How can businesses safeguard themselves against these dangerous employees? One answer lies in fostering a strong organizational culture built on integrity, accountability, and shared values. When employees feel a sense of ownership and belonging, they are less likely to engage in behavior that undermines the company.
Transparency about the company’s financial health and its goals can also encourage employees to see how their work contributes to the larger picture. If an employee understands that every sale matters, or that commission fees go toward improving the platform they rely on, they are more likely to act in the company’s best interest.
The role of accountability and company culture
Furthermore, businesses must have clear policies and consequences for unethical behavior. Employees should know that if they engage in practices that hurt the company, they will face repercussions. This could range from retraining programs to termination, depending on the severity of the offense. It’s essential to strike a balance between supporting employees and holding them accountable.
On the employee side, there needs to be a shift in mindset. Employees must recognize that their actions don’t just affect their employers—they affect their own futures as well. A company that loses revenue because of unethical employee behavior is less likely to invest in staff development, raises, or bonuses.
In extreme cases, consistent revenue loss could lead to layoffs or even business closure. By acting with integrity, employees are not only protecting their employers, but also securing their own livelihoods.
Employees as partners, Not saboteurs
Dangerous employees are a threat to any business. Whether it’s a retail worker directing customers elsewhere or a driver bypassing platform rules, these individuals damage trust, revenue, and reputation.
Businesses must invest in creating environments that promote loyalty and ethical behavior, while employees must understand that their success is tied to the success of the company. Only by working together in alignment can both employer and employee thrive in today’s competitive business landscape.
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About the author
Terry Mante is a thought leader whose expression as an author, corporate trainer, management consultant, and speaker provides challenge and inspiration to add value to organizations and position individuals to function effectively. He is the Principal Consultant of Terry Mante Exchange (TMX). Connect with him on LinkedIn, Facebook, X, Instagram, Threads, and TikTok @terrymante and www.terrymante.org.
