For “new behaviour model” read values or purpose.
I don’t think I’ve worked in or supported a company that hasn’t gone through this dilemma. A “good” performer, i.e. one that nails their numbers or gets big wins or makes useful intros, but who doesn’t live the values or has a negative impact on the team around them.
I always find that the test of how serious the CEO or leadership are about their values, and their likelihood of succeeding in making those values a core part of their culture, depends on how they handle this.
The team all knows about the exec. And they’re looking to you as CEO to see what you do about it. Doing nothing sends a strong message that those corporate values are just words.
It needs a plan – knee jerk reactions help no one. But it needs to be dealt with if you’re serious about your values.
This from a great read on how Lou Gerstner turned around IBM from its darkest days.[This link to the book supports local independent bookshops, and all affiliate commission goes fully to a microloan fund to female small business owners in the developing world https://lnkd.in/g5g5UCpN]