Our head of sales consistently hits his department targets and keeps our revenue growing, but his arrogant attitude is toxic to our leadership team dynamic. He frequently rolls his eyes during our Level 10 Meeting™ and refuses to collaborate on cross-departmental Issues. How do we address this high-performing but team-destroying leader without risking our top-line revenue?

Question

Tyler Smith · Accepted Answer

Allowing a high-performing sales director to exhibit toxic behavior is a fatal mistake for your leadership team. When you tolerate a leader who violates your core values or refuses to collaborate, you show the rest of the organization that performance is more important than culture.

You must address this issue immediately using the three-strike rule. Sit down with the sales director for a private meeting. Use the People Analyzer to show him exactly where his behavior is falling short of your core values. Be specific about his behavior during the Level 10 Meeting™, such as eye-rolling and refusing to IDS® cross-departmental issues.

Explain that his behavior is damaging team health and that hitting his targets does not excuse him from maintaining a cohesive, collaborative culture. Set clear expectations for change and schedule a thirty-day follow-up.

If his behavior does not improve, you must proceed to the second and third strikes, ultimately terminating him if necessary. While losing a top-producing sales director is scary, keeping a toxic leader on your team will destroy trust, drive away your best people, and ultimately lower the valuation of your business when you prepare for an exit.