A key to success & growth is keeping happy clients happy, it only takes one bad apple...

One bad apple can spoil the whole bunch.

As a business, a manager, an owner, even as a consumer, the secret is to stay proactive, not reactive. When something isn’t right, the best leaders notice it early, address it directly, and take action before it affects the team or the customer experience.

Here’s a real-world example.

I recently purchased several appliances from Costco. Up to now, my experience with their appliance program has been excellent. Free delivery and installation, free haul away, a free extended warranty, a great return policy, and a simple, seamless purchase process. This was actually my second appliance purchase with them.

Delivery day, however, was bumpy. The crew showed up late in the window, rushed, and we hit a communication wall; neither of them spoke English, (Note to management: if you send out two people to communicate with customers, one should be bilingual. Google Translate isn’t a customer-service tool.) They couldn’t hook up the washer because of a corroded line (which was on me to fix), but they also skipped installing the new dryer vent hose and left the old 20-year-old, flood-exposed one in place. Apparently, the report he gave to his manager said the old dryer vent hose looked new, That couldn't be further from the truth.

I also I wanted the dryer door reversed, but they were gone before I could figure out how to explain it through Google Translate.

In short: I ran into two “bad apples” on that delivery.

Here’s the great part: I submitted two reviews and made two calls. Within 24 hours, Costco had a new appointment scheduled. The new installer showed up on time, did a fantastic job, and completely restored my confidence. Bottom line? I still highly recommend Costco appliances.

Some people wouldn’t have given Costco that second chance. They’d write them off and tell everyone about the bad experience. 

The truth is, unhappy customers almost always share their story more than happy clients. In business, finding new customers is always harder and more expensive than generating repeat business from happy clients. That’s why protecting your brand and your culture from “bad apples” is so critical.

Here’s how leaders can do it:

Define what a “good apple” looks like. Set clear expectations for both performance and behavior.

Look for patterns, not one-offs. Everyone has off days. True bad apples show up with consistent negativity, gossip, or blame.

Hold people accountable quickly. Deliver feedback directly, respectfully, and fast. Good, better, best, there’s no scale for bad.

Protect the culture first. The team always matters more than a single apple.

Act sooner, not later. The longer a bad apple stays, the more it signals that toxic behavior is acceptable. Pruning early protects growth.

Keep the barrel healthy. Hire for attitude, train for skill, and reward the people who lift the culture so positivity naturally wins out.

The lesson is simple, don’t wait. By the time a bad apple is obvious to everyone, it’s already caused damage. Strong leaders sense it early, address it directly, and act decisively because protecting the bunch is how you keep the whole harvest strong.