Just last month I observed a soccer team of kids more interested in climbing fences or getting stuck in the netting of a goal than playing the game. And while those actions are shocking, what is crazier is the coach’s response to those situations. It wasn’t direct, it wasn’t negative, and it wasn’t allowing our team to finish the game. Instead, the coach downplayed the problem and never resolved the issues.

While he may have good intentions (ensuring kids have fun), his style may come across as superficial and insincere. This same toxic positivity loop can also play out in the workplace (especially now that employees are more informed and seeking more transparency than ever), where the real-life ramifications are more than inequitable playing time for kids.

Consider the following three “toxic positive” behaviors and three effective alternatives.

Toxic behavior: shielding employees from critical issues

While highlighting successes can motivate employees, ignoring significant organizational problems can create long-term issues. Though some sensitive details must remain confidential, withholding too much information can erode employee trust and engagement.

Effective alternative: providing a balanced perspective

Sales may be up, but operational costs could be soaring, or concerns about rising tariffs might loom. Be transparent with employees by celebrating successes while addressing challenges openly. Foster engagement by collaborating with your team to brainstorm solutions and develop a collective action plan.

Toxic behavior: not addressing performance issues

Difficult conversations about performance issues, attendance problems, and shortcomings are uncomfortable for employees and managers. Glossing over these challenges won’t make them go away. Instead, ignoring performance problems could contribute to lower productivity, more mistakes, and higher turnover among employees who feel they need to fill in the gaps. It also creates legal exposure should you decide to terminate down the road and there are no documented performance reviews (it is tough to say they were a bad performer if all they have is five-star reviews). Your high-performing team members who see the lower performers get away with substandard work could become disengaged.

Effective alternative: partnering with HR to create a performance plan

In addition to conducting consistent one-on-one meetings with team members, you’ll want to have a clear plan of action for handling hard conversations with underperforming employees. Managers should go over the specifics of the performance challenges, identify ways the employee can correct the problem, and communicate the consequences for failing to meet future performance objectives. Document the conversation, as well as expectations, and set a time to follow up with the employee.

Toxic behavior: making empty promises

Managers may be tempted to promise raises, promotions, or perks to keep employees satisfied. Failing to deliver on these promises can damage morale, lead to disengagement, and push employees to seek opportunities elsewhere. It’s a story I hear far too often when I go ask a friend how work is going.

Effective alternative: using words of affirmation

If a raise or promotion isn’t feasible, avoid overpromising. Instead, express gratitude and acknowledge achievements publicly — small gestures like a sincere “thank you” or recognition in a team meeting can have a significant impact. Awarding a $20 gift card could be seen as valuing the hard work at only $20, whereas a true heartfelt message of appreciation could be invaluable. Moreover, words of affirmation do not create the paradox of expectations produced by empty promises. When empty promises are made, the gulf between the expectation and the reality is where discontent festers and spreads like wildfire.

While embracing a Ted Lasso-style positive approach can be admirable, it may not always be the best fit for settings like first-grade soccer or the workplace. Effective leadership involves balancing positivity with empathy and realism, ensuring people feel heard, supported, and equipped to grow without glossing over genuine struggles (of the employee or of the company).

Stephen Scott is a partner in the Portland office of Fisher Phillips, a national firm dedicated to representing employers’ interests in all aspects of workplace law.