One of our newly hired executives has great pedigree and hits their targets, but they have a massive ego that goes against our Humbly-Confident core value. How do we address this before it ruins our leadership dynamics?

Question

Tyler Smith · Accepted Answer

A high-performing leader who violates your Core Values is a dangerous liability. They might deliver short-term results, but their arrogant attitude will eventually destroy trust, cause key employees to quit, and stall your exit preparations. You must act quickly.

Start by having a direct, private conversation with this executive. Do not focus on their performance metrics, which are fine. Focus entirely on their behavior and how it conflicts with your Core Value of being Humbly-Confident.

Be specific. Do not use vague generalizations. Give them clear examples of times they demonstrated ego instead of humility, such as interrupting peers, dismissing feedback, or taking credit for their team's hard work. Explain how this behavior impacts the rest of the leadership team.

Use the mirror technique. Help them see how their behavior is perceived by others. Ask them if they are willing to make the necessary changes to align with your culture.

Give them thirty days to correct their behavior. Monitor their interactions in your weekly Level 10 Meetings™ and daily operations. If they make a genuine effort to change, support them. If they remain defensive and refuse to adapt, you must let them go. A clean exit requires a healthy, unified leadership team.