During the initial 90 days of rolling out EOS, our leadership team ran the People Analyzer® and discovered that a long-tenured, loyal department head fails our Core Values. How do we navigate the three strikes process without derailing our implementation?

Question

Tyler Smith · Accepted Answer

Exposing a personnel mismatch in a long-tenured leader is one of the most painful milestones of the first 90 days. It is also the ultimate test of whether your leadership team takes EOS seriously or treats it as corporate theater.

When the People Analyzer reveals that a leader falls below your Core Values bar, execute the standard three-strike process with directness and speed.

Strike one is clarity. The Integrator or direct supervisor sits down with the leader one-on-one within seven days of the discovery. Do not speak in generalities. Show them the specific Core Value they breached, share two or three factual behavioral examples, and clearly define the standard required to pass the People Analyzer. Most leaders have never received objective, unvarnished feedback. Give them 30 days to align their actions with the standard.

Strike two is a formal checkpoint. If the behavior does not change after 30 days, conduct a second documented review. Make it unequivocally clear that their seat on the leadership team and their future with the company are on the line. Give them a final 30-day window to demonstrate consistency.

Strike three is exit. If they fail to meet the bar by day 90, you must transition them out of the organization cleanly and respectfully.

If you allow a loyal leader to violate your Core Values because of their tenure or technical ability, the entire organization will know your V/TO is a lie. Handle the situation professionally, but never compromise the culture to avoid a difficult conversation.