This is a great point. Toxicity is entirely orthogonal to performance. And you rarely have to worry about toxic low performers: if you're unlucky enough to hire them, they don't stay around for long.

But toxic top performers are IME one of the biggest challenges a manager will have to deal with. You have to root them out the moment they land in an organization because given enough they'll push out the non-toxic top performers, leaving you with a toxic asshole and a bunch of flunkies. And you have to convince everyone outside the team that yes, they get things done, but they're enough of an asshole that you'd rather risk hiring someone to deliver less but also destroy less.

All this reminds me of the quote attributed to everyone under the sun (Clausewitz, various US civil war generals, Omar Bradley, you name 'em) but apparently was said by Kurt von Hammerstein-Equord[0]

> There are clever, hardworking, stupid, and lazy officers. Usually two characteristics are combined. Some are clever and hardworking; their place is the General Staff. The next ones are stupid and lazy; they make up 90 percent of every army and are suited to routine duties. Anyone who is both clever and lazy is qualified for the highest leadership duties, because he possesses the mental clarity and strength of nerve necessary for difficult decisions. One must beware of anyone who is both stupid and hardworking; he must not be entrusted with any responsibility because he will always only cause damage.

Turns out this problem is quite old, indeed.

[0] https://en.wikipedia.org/wiki/Kurt_von_Hammerstein-Equord#Cl...

For leaders, Kurt von Hammerstein-Equord‘s advice reigns supreme. The diligent idiot is always the biggest threat, and the stupid and lazy are awesome as long as they stay in their lane.