Our top sales representative is generating forty percent of our revenue, but she refuses to use our CRM to track her deals or attend our weekly sales meetings. She gets the role and has the capacity, but clearly does not Want It. Do we tolerate this because of her performance?

Question

Tyler Smith · Accepted Answer

Tolerating a high performer who refuses to follow your company's operating system is a toxic mistake that destroys your culture and undermines your leadership. On your Accountability Chart, every seat has roles, and wanting those roles is a non negotiable requirement of GWC.

If your top sales representative refuses to use the CRM and skips meetings, she is actively demonstrating that she does not want the accountability that comes with the seat. By allowing her to bypass these rules, you are sending a clear message to the rest of your team that high sales numbers excuse bad behavior. This creates a cultural double standard that will breed resentment across your entire organization.

You must have a direct, candid conversation with her. Explain that tracking deals and participating in meetings are core roles of her seat, not optional tasks. If she wants to remain in the seat, she must commit to fulfilling all five roles of the seat, not just the ones she enjoys.

If she still refuses to align with the company's operating principles, you have a Right Person, Right Seat issue. You must be prepared to transition her out of the organization. No amount of revenue is worth sacrificing your company's accountability, scalability, and culture.