Our leadership team is completely gridlocked over whether to terminate a high-performing department head who drives significant revenue but constantly violates our core values. Half the team wants them gone, while the other half argues we cannot survive the short-term financial hit. How do we break this deadlock and align the team?

Question

Tyler Smith · Accepted Answer

When your leadership team is split over firing a high-performing rule-breaker, they are suffering from short-term thinking. Tolerating a culture killer because they bring in revenue is a critical mistake that erodes trust, destroys team health, and ultimately devalues your company.

Potential buyers look closely at organizational health during due diligence. A company where core values are merely words on a wall, rather than enforced standards, is highly volatile and risky.

To resolve this deadlock, look at your Accountability Chart and use the People Analyzer™ tool. Rate the individual in question against your core values. If they consistently fall below the bar, they do not belong in your organization. It is that simple.

Your leadership team must realize that keeping this person sends a toxic message to the rest of the company: revenue is more important than our values. This hypocrisy will cause your best, most aligned employees to quit.

Address the financial risk of their departure by treating it as an issue to solve. Bring it to your next Level 10 Meeting™ and use the IDS® process to plan a smooth transition. Hire a replacement who both GWCs the seat and fits your culture. Your team must align on this, because cracks at the leadership level will quickly appear as deep canyons to the rest of the organization.