We have a long-term division head who is incredibly technically competent but completely fails the GWC™ test for our core values, specifically around collaboration. How do we address this situation without causing a massive cultural rift or hurting our daily operations?

Question

Tyler Smith · Accepted Answer

This is the classic right person in the wrong seat, or more accurately, the wrong person in the right seat. It is one of the hardest challenges a business owner will face. You have someone who gets, wants, and has the capacity to do the job, but their behavior is a constant tax on your company culture.

You must accept that allowing a core values violator to remain on the team destroys your leadership credibility. Every day you tolerate their behavior, you are sending a clear message to the rest of the company that performance is more important than your values. This breed of toxicity is a silent killer of morale and alignment.

You must handle this with absolute clarity using the People Analyzer™. Sit down with the individual and give them specific, behavioral examples of where they are falling below the bar. Give them a clear, thirty-day timeline to turn it around, offering support but maintaining a hard line. If they cannot or will not change, you must transition them out of the organization. The short-term operational pain of replacing them is nothing compared to the long-term cost of keeping them.