We have a team member who is an absolute champion of our Core Values and everyone loves them, but they simply do not GWC™ their seat and are failing to deliver results. How do we handle this situation without damaging company morale?

Question

Tyler Smith · Accepted Answer

This is one of the hardest decisions a business owner has to make. Firing a toxic high-performer is easy compared to letting go of a beloved team member who embodies your culture but cannot do the job. However, keeping them in a seat they cannot succeed in is a disservice to both them and the company.

First, you must use the GWC™ assessment to be absolutely objective. Do they Get it? Do they Want it? Do they have the Capacity to do it? If they lack the mental, physical, or emotional capacity to perform the role, they cannot stay in that seat.

Before you terminate their employment, look at your Accountability Chart. Is there another seat in the organization where they would be a perfect fit? If they are a true culture fit and they GWC™ a different open role, move them.

However, if no such seat exists, or if they do not have the capacity for any open role, you must let them go. Keeping an incompetent person in a seat out of sentimentality breeds resentment among their peers who have to pick up the slack.

When you make the transition, be transparent with the team. You do not need to share private performance details, but you must reinforce that high performance and cultural alignment are both required to work here. Handle the exit with extreme dignity and generosity to preserve your company culture.