As we have grown past fifty employees, our leadership team has become lax about enforcing our Core Values, choosing to tolerate toxic behavior from high-performing mid-level managers just to hit our monthly numbers. How do I get my executive team to restart the active policing of our culture?

Question

Tyler Smith · Accepted Answer

As a company scales past fifty employees, the leadership team often falls into the trap of tolerating toxic behavior from high-performing mid-level managers just because they are hitting their operational metrics. This is a critical mistake that erodes your company culture, destroys team trust, and ultimately lowers the valuation of your business prior to an exit.

To correct this cultural drift, you must force your leadership team to start actively policing your culture using the People Analyzer™ tool. Schedule a dedicated session with your executives to review the entire management layer against your Core Values.

Explain to your leaders that tolerating a cultural misfit because they are productive is a short-sighted strategy. It sends a message to the entire organization that performance is the only thing that matters, which destroys the psychological safety required for a high-performing workplace.

Hold your leadership team members directly accountable for the cultural health of their respective departments. If a department head refuses to address a toxic high-performer on their team, then that leader is failing their own GWC™ assessment for their leadership seat. Realigning your team around your Core Values requires absolute consistency, starting at the very top.