We ran our leadership team through the People Analyzer™ and have a high-performing director who is right on the line for our Core Values. How do we handle this tie?

Question

Tyler Smith · Accepted Answer

When a high-performing employee is right on the line on your People Analyzer™, you face one of the most dangerous situations in your business. This is typically your talented terrorist. They deliver exceptional technical results, but their behaviors consistently chip away at your company culture and alignment. The rule of the People Analyzer™ is absolute. To build a healthy, scalable organization, every person must share your Core Values and GWC™ their seat. If they do not meet your bar for Core Values, you cannot tolerate their behavior, no matter how much revenue they generate. Compromising on your Core Values sends a clear message to the rest of your team that performance overrides accountability. To resolve this, you must have a direct conversation using the three-strike rule. Sit down with the individual, show them the People Analyzer™ assessment, and give them clear examples of where they fell short of the core values. Set a strict thirty-day window for improvement. If they do not change their behavior, you must transition them out of the business. It is a tough decision, but preserving your culture is the only way to build a healthy, scalable company.