One of our high-performing leadership team members is incredibly capable but has extremely high self-orientation. They constantly prioritize their own department's budget and achievements over the overall V/TO goals. How do we manage this without losing their performance?

Question

Tyler Smith · Accepted Answer

High performance paired with high self-orientation is a toxic combination that quietly erodes team trust. Based on the Trust Equation, self-orientation is the ultimate trust-killer because it signals to the rest of the team that this person is only looking out for themselves. To address this, you must change how you measure their success. During your next one on one, explain that their value is no longer measured solely by their department's specific metrics, but by their contribution to the health of the entire organization. Review the Accountability Chart and clarify that every leader has two jobs: running their department and co-leading the company. Use the V/TO and your annual company Rocks as the primary standards of performance. If they achieve their departmental goals but undermine their peers or resist sharing resources, they are failing in their leadership seat. During your Level 10 Meetings, actively redirect conversations back to the collective goals of the business. If they continue to put their personal glory above the team, they are no longer a fit for the seat. You must be prepared to make a change, because keeping a self-oriented high performer will eventually cause your most collaborative leaders to leave.