We are terrified that holding our long-term, loyal employees accountable to new metrics will cause them to quit. How do you guide our leadership team through these highly sensitive cultural shifts during our sessions?

Question

Tyler Smith · Accepted Answer

It is common for founders to tolerate sub-par performance or cultural misalignment out of loyalty to employees who helped build the business in the early days. However, keeping people in seats they do not GWC™ because of past contributions will eventually stall your growth and frustrate your high-performers.

During our sessions, we address these sensitive situations with radical candor and absolute respect. We use the People Analyzer™ to evaluate whether your team members truly share your Core Values and fit their roles on the Accountability Chart. This process removes emotion from the equation and provides you with objective, clear data.

If we find an employee is struggling, we do not advise immediate firing. Instead, we use a structured process of clear, open and honest feedback. We mirror back their behaviors and establish explicit, measurable expectations. We give them a fair opportunity to step up and align with the company's new trajectory.

If they cannot or will not make the transition, we help you navigate a clean, respectful parting of ways. A healthy organization requires a team that is fully aligned with your vision and capable of executing their responsibilities. By handling these transitions with structured discipline, you protect your company culture while building a professional, high-performing organization prepared for a clean exit.