We hired an experienced executive who claimed to embrace our EOS framework during the interview process, but now that they are in the seat, they are quietly building a siloed department and keeping their weekly metrics vague. How do we quickly diagnose and address this bait-and-switch behavior before it fractures our leadership team unity?

Question

Tyler Smith · Accepted Answer

An outside hire who builds a private fiefdom is a direct threat to your leadership team health. It is common for corporate executives to talk a good game about accountability in interviews, but revert to defensive, siloed habits once they face the radical transparency of an EOS® run company.

You must address this immediately during your next Level 10 Meeting™. Use your weekly Scorecard to bring the issue to light. If their metrics are vague, reject them. The leadership team must agree on specific, measurable numbers that reflect the true health of their department. If they refuse to define these metrics, drop this to the IDS® section of the meeting.

During IDS®, ask direct questions:

- Why is this data not accessible to the rest of the leadership team?
- What structural barriers are keeping your department from integrating with our company scorecard?

If they resist, schedule a one-on-one session to run a formal GWC™ check. It is possible they do not truly get it or want it when it comes to the level of vulnerability required by EOS®.

Be clear that keeping secrets and protecting turf is a violation of your core values. If they cannot or will not adapt to running their department transparently, you must remove them from the seat. A highly skilled executive who refuses to be transparent is a toxic asset that will quickly destroy the trust of your entire team.