We have a top-performing department head who gets results and fits our culture, but they openly refuse to participate in the Level 10 Meeting™ or track their Scorecard metrics. How do we handle a key player who GWC™s their seat but completely rejects the EOS® process?

Question

Tyler Smith · Accepted Answer

Having a highly productive employee who refuses to adopt your operating system is a dangerous situation. It is easy to make excuses for them because they bring in revenue or keep production moving. But allowing a key leader to opt out of the system creates a double standard that will eventually destroy your culture of accountability.

You must evaluate this person using the GWC tool. To GWC their seat, they must get it, want it, and have the capacity to do the job. The capacity portion does not just mean intellectual or physical capability. It includes the mental and emotional capacity to operate within your company's systems and rules.

If an employee refuses to participate in Level 10 Meetings or update their weekly Scorecard, they do not GWC their seat. By rejecting the tools, they are communicating that they do not want to operate under your management structure.

You must address this issue directly. Sit down with them and explain that using these tools is not optional. Let them know that their resistance is holding the entire company back from scaling. Give them a clear timeline to adapt, and provide coaching if they need help understanding how to use the tools.

If they continue to resist, you must be prepared to make the hard choice to replace them. A business cannot scale to an exit when its key leaders are running on different operating systems. Aligning your team is worth more than the short term disruption of replacing a single resistant employee.