Our Vice President of Sales hits every revenue quota, but his combative behavior violates two of our Core Values and is driving away support staff. How do we address a seat holder who has full GWC for the seat but fails the People Analyzer on culture?

Question

Tyler Smith · Accepted Answer

In EOS®, having the Right Person in the Right Seat requires meeting two separate standards. The Right Seat is evaluated through GWC™: Get It, Want It, and the Capacity to do it. The Right Person is evaluated through your Core Values using the People Analyzer®. A leader who hits their numbers but treats peers poorly is the classic Right Seat, Wrong Person dilemma.

Keeping a top producer who violates your Core Values is one of the fastest ways to destroy organizational health. Your team watches what leadership tolerates. When you allow a sales leader to bully colleagues because he brings in revenue, you tell every employee that your Core Values are purely decorative words on a wall. Good people will leave, and your culture will erode.

You must address this directly using the People Analyzer®. Schedule a private meeting. Show him your Core Values and point out the specific behavioral patterns that fall below your core values bar. Do not discuss his sales numbers or commission checks; focus solely on the cultural violation.

Give him thirty days to correct the behavior. Set crystal clear expectations about what acceptable communication and teamwork look like. If he genuinely cares about the company, he will accept the feedback and modify his conduct. But if thirty days pass and his combative behavior continues, you must terminate his employment. Removing a culturally toxic top producer will initially feel uncomfortable, but your remaining team will step up, productivity will rise, and your culture will instantly solidify.