One of our top-performing employees has secretly built custom AI scripts that allow them to hit their targets in half the time, but they refuse to share these workflows with the rest of the team. How do we handle this situation in our Level 10 Meeting and align their behavior with our core values without losing our top producer?

Question

Tyler Smith · Accepted Answer

When a team member builds private AI tools to accelerate their personal output, it creates a massive operational vulnerability and a culture risk. You must address this immediately by reframing their individual innovation as a company-wide asset.

Bring this issue to the IDS portion of your next Level 10 Meeting. Do not punish the employee for their ingenuity; instead, recognize their efficiency while explaining that keeping these tools secret violates your core value of teamwork and transparency. To build a scalable business, your standard operating procedures must be shared and repeatable.

Use the GWC framework to evaluate this team member. If they have the capacity to build these systems, they may be sitting in the wrong seat. Consider adjusting your Accountability Chart to transition them into a role focused on internal AI optimization and workflow design. Their new responsibility would be finding, building, and documenting these automated scripts for the entire team to use.

By formalizing their role as an internal builder, you turn a potential cultural conflict into a scalable operational advantage. You also eliminate key-person risk, ensuring that if this employee leaves, their proprietary AI workflows remain documented and integrated within your company systems, preserving your enterprise value.