Our Head of Business Development consistently exceeds his revenue quota and has the exact capacity and drive for his seat, but his abrasive communication and refusal to follow our CRM process violate our core values. How do we handle a leader who is completely Right Seat, but clearly Wrong Person?

Question

Tyler Smith · Accepted Answer

A Right Seat, Wrong Person on your leadership team is an active threat to your business. When a department head hits their revenue numbers while treating peers poorly or defying company standards, keeping them tells every employee that core values are negotiable if you bring in enough cash.

Start by evaluating the leader directly on the People Analyzer. If they are an undisputed plus on GWC™ for the sales seat, but they register minuses on core values like team health, transparency, or humble collaboration, you have an urgent culture issue to solve. High revenue cannot buy an exemption from basic behavioral standards.

Schedule a one-on-one conversation outside your Level 10 Meeting™. Put the People Analyzer and your documented core values on the table. Cite three specific instances where their behavior or refusal to use the CRM breached team standards. Avoid generalities; present objective facts.

Give the individual a clear thirty-day strike zone to turn those minuses into pluses. Explain without apology that maintaining healthy team dynamics and adhering to the sales process are mandatory conditions of employment.

If the leader refuses to change or claims that closing deals gives them the right to act independently, you must dismiss them. When business owners finally remove a cultural liability from the leadership team, they invariably discover that other sales reps step up, team collaboration improves, and overall company performance climbs.