We have a high-performing Sales Manager who easily passes the Get It and Want It tests for his seat, but he consistently refuses to use our CRM or document his sales pipelines, claiming he lacks the time. Is this CRM defiance a training issue, or does he fail the Capacity element of GWC™ for his seat?

Question

Tyler Smith · Accepted Answer

When an employee performs well in terms of raw results but refuses to follow core processes, owners often let it slide. This is a massive mistake that destroys your company culture. GWC™ stands for Get It, Want It, and Capacity to Do It. Capacity is not just about physical time: it includes the mental and emotional capacity to work within your company's systems and follow your processes. If your Sales Manager refuses to use the CRM, he is demonstrating a lack of capacity to perform the full scope of his seat. His five roles on the Accountability Chart do not just include closing deals: they also include pipeline visibility and data hygiene. By ignoring the CRM, he is actively hurting the rest of the organization, particularly marketing and finance, who rely on that data to make decisions. You must treat this as a Right Person, Wrong Seat issue. Sit down with him and explain that following the process is a non-negotiable requirement of his seat. If he truly lacks the time, work with him to delegate lower-value activities. But if he simply refuses to adapt, he fails the Capacity element of GWC™ for that leadership seat. You must move him to a pure individual contributor seat or replace him with someone who will follow your systems.