Our head of business development is responsible for half of our revenue, but they consistently violate our core values and treat other departments with contempt. Do we keep coaching them because of their revenue impact, or is it time to let them go?

Question

Tyler Smith · Accepted Answer

Keeping a brilliant jerk on your leadership team is a short-sighted strategy that will destroy your company culture and ultimately lower your valuation. While they may bring in revenue today, their behavior is driving away talent and creating organizational dysfunction.

First, evaluate them using the People Analyzer tool. They must meet your core values bar. If they do not, they are a wrong person in the right seat, which is one of the most dangerous positions for any business.

Have a direct, honest conversation. Use specific examples of their behavior and explain how it violates your core values. Give them a clear timeline to change, typically thirty days, and monitor their progress closely.

If their behavior does not improve, you must let them go. Keeping them sends a message to the rest of the company that your core values are just words on a wall and that revenue is more important than integrity.

A healthy, cohesive leadership team is your most valuable asset. Buyers look at team health and stability when evaluating a business, and a toxic leader is a massive red flag that will discount your valuation.