Breaking Through Growth Barriers: Solving the Problem of the Disruptive "Star."

Challenge

The CEO of a small (60+ team), but quickly growing company faced a significant challenge: the top-performing business development representative, who was responsible for the majority of the company’s sales, was creating operational and cultural disruptions. While her results were unmatched, her refusal to follow processes, disregard for pricing guidelines, poor internal communication, and disruptive behavior with both colleagues and clients caused friction across departments.

The Director of Business Development felt unequipped to manage her effectively, escalating the issue to the CEO. The sales representative’s outsized influence and critical contribution to revenue further complicated the situation, making it difficult to address her behavior without risking a major financial setback.

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Solution

The CEO adopted a balanced approach to address the issue:

Stakeholder Assessment: The CEO conducted a thorough assessment by speaking with the Director of Business Development, department heads, and a few affected employees to understand the full scope of the problem. This included reviewing sales data, client feedback, and her overall impact on the team.

Structured Conversation: The CEO and the Director of Business Development held a candid yet professional meeting with the representative. They acknowledged her critical contributions but outlined specific concerns about her behavior and its impact on the company.

Reinforced Expectations: The CEO emphasized the importance of adhering to company processes and guidelines, stressing how these practices ensure sustainable growth and operational harmony. They proposed a clear framework for accountability, including: 

a. A structured performance improvement plan with behavior-focused goals.

b. Regular one-on-one check-ins with the director of sales.

c. Clear consequences if improvements were not made, including potential termination.

Compensation Restructure: The CEO reviewed the sales representative’s compensation package and made strategic adjustments to align incentives with desired behaviors. For instance, bonuses were tied not only to sales numbers but also to adherence to pricing guidelines and positive client and internal feedback.

Pipeline Diversification: To reduce reliance on a single salesperson, the CEO invested in training and upskilling the broader sales team, as well as recruiting additional talent. This diversification strategy helped ensure that the company would not be overly dependent on one individual.

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Results

Over the next six months, the following outcomes were achieved:

Improved Behavior: The sales representative showed marked improvement in communication and collaboration. While some challenges remained, the disruption significantly decreased.

Stabilized Revenue Streams: A more distributed sales pipeline reduced reliance on a single individual, increasing overall team confidence and performance.

Stronger Culture: Employees reported a more positive and cohesive work environment, with fewer instances of conflict or miscommunication.

Leadership Growth: The Director of Business Development gained confidence and experience in handling difficult situations, creating a more robust leadership team.

By addressing the issue with transparency, accountability, and a long-term vision, the CEO successfully navigated the challenge while minimizing disruption to revenue and maintaining company morale.