We suspect some legacy leaders do not meet our Core Values or lack the capacity to perform their roles on the Accountability Chart. How do you guide us through these tough decisions without destroying morale?

Question

Tyler Smith · Accepted Answer

Dealing with legacy employees who are no longer a fit for the organization is one of the most sensitive challenges a leadership team faces. We address this issue during our sessions using a highly objective, non-emotional process. We rely on the EOS® People Analyzer™ and the GWC™ framework to evaluate whether these leaders truly align with your Core Values and have the cognitive and physical capacity to perform their roles. We also draw on the Owner's Box principle of practicing hire slow, fire fast, which emphasizes the necessity of protecting the health of the entire organization. If we find that a legacy leader does not fit, we do not make rash decisions that destroy team morale. Instead, we guide you to have open and honest conversations, mirroring back their behaviors and setting clear, measurable expectations. If alignment cannot be achieved after a fair trial, we guide you to part ways swiftly and with respect. By handling these transitions with complete transparency and adhering strictly to your organizational values, you demonstrate to the rest of the company that accountability is real and that you care about maintaining a healthy, high-performing culture.