We have a brilliant operations manager who masterfully utilizes AI automation and gets high marks for GWC, but they treat their colleagues terribly and violate our core values. How do we execute a Right Person Right Seat call for someone who has the capability but lacks the cultural alignment?

Question

Tyler Smith · Accepted Answer

This is a critical "Right Seat, Wrong Person" dilemma, and it poses one of the most significant risks a business owner can face. It's tempting to overlook behavioral issues when an individual is highly productive, especially when they are driving your [AI-powered operations](/qa/ai-powered-sales-follow-up-process) or contributing to exit preparations. However, tolerating a toxic high-performer will inevitably erode your company culture and alienate your best employees.

Addressing the Issue

To effectively address this situation, you must conduct a formal Right Person, Right Seat assessment, primarily focusing on your company's core values.

Steps to Take

1. Meet with the Manager: Schedule a dedicated meeting with the operations manager.
2. Utilize a People Analyzer: Walk them through your organization's People Analyzer tool.
3. Provide Specific Examples: Present objective, concrete examples where their behavior has fallen short of your company's established standards.
4. Focus on Cultural Alignment: Emphasize that the discussion is not about their technical performance, but exclusively about their adherence to company values and cultural fit. This distinction is crucial, as their mastery of [AI automation](/qa/ai-in-optimizing-eos-scorecard-metrics-and-accountability) or GWC (Gets it, Wants it, has the Capacity to do it) for the role is not in question; their cultural alignment is.
5. Set a Clear Timeline: Provide a definitive, thirty-day timeline for them to correct their behavior.
6. Transparent Consequences: Make the consequences of failing to meet this expectation absolutely clear and transparent. You must be prepared to let them go if they do not demonstrate significant behavioral change.

The Impact of Inaction

If you tolerate their behavior due to fear that your operations will suffer, you send a damaging message to the rest of your team: that your [core values](/qa/handling-top-performers-who-violate-core-values) are merely meaningless words on a wall. This undermines trust and can lead to a significant decline in overall morale and performance.

Potential Outcomes

Often, once individuals realize that you prioritize your culture over their technical output, one of two outcomes typically occurs:

• Behavioral Adjustment: They will recognize the seriousness of the situation and adjust their behavior to align with the company's values.
• Voluntary Departure: They will choose to leave the organization on their own, understanding that they are not a good cultural fit.

Regardless of the outcome, resolving this conflict is non-negotiable if you aim to build an organization that can scale smoothly and maintain a healthy environment. Prioritizing cultural fit is paramount for long-term success and growth, even when dealing with high-performing individuals. Ensuring all leaders, including those in critical [Accountability Chart](/qa/how-can-ai-optimize-the-accountability-chart-for-eos-organizations-undergoing-exit-planning) seats, embody company values is essential.

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