I recently joined a destination organization's senior leadership team to review their employee engagement survey results, ahead of an all-team summit scheduled for the next day. Meeting the CEO briefly over coffee beforehand, we discussed expectations and goals for the session. Shortly thereafter, I walked into the conference room for my first in-person meeting with this group, having previously interacted only virtually.

In the interest of anonymity, the names have been changed, even though the story is true. Several leaders welcomed me warmly, engaging in the type of hospitable dialogue that exemplifies great destination management organizations (DMOs). However, I quickly noticed a significant outlier—Ted, who sat intensely absorbed by his laptop, typing furiously, disconnected from the welcoming atmosphere and conversation.

Initially, I assumed there was a pressing deadline and extended grace for Ted's lack of engagement. Yet, as the CEO commenced our meeting, Ted's laptop remained open, posture rigid, arms firmly crossed, eyes rarely deviating from his screen. The contrast with the actively engaged leadership team was stark, with Ted's behavior significantly impacting the group's dynamics.

As we reviewed the survey, particularly the feedback under “Leadership Impact,” tensions surfaced. Ted expressed frustration, blaming peers and leadership for making decisions without sufficient consultation. The rest of the team responded empathetically, trying earnestly to reconnect Ted to the discussion. Following the session, in a candid moment, the CEO described Ted's behavior as habitual, saying, “Oh, that's just Ted. We all work around his moods.” Unfortunately, this wasn't my first experience with such an individual—in fact, I've encountered them frequently enough to coin a term: the “Untouchables.”

The recently published Fired Up! Culture 2024 Organizational Development Report emphasizes, “When destinations achieve organizational excellence, they are attracting, developing, engaging, and retaining great people who are a pleasure to work with.” Simply put, award-winning organizational cultures cannot coexist with Untouchables. These individuals erode team morale and can drive your best talent away.

Addressing an Untouchable in your leadership team is crucial for maintaining organizational health and decisive action is essential when behavioral improvements fail to materialize. Here are four strategic approaches to transforming Untouchables into accountable team members:

1. Clearly Establish Team Values

Your DMO's vision, mission and purpose articulate why you exist, while KPIs outline what you achieve daily. However, clearly defined core values—such as kindness, respect, collaboration, engagement and honesty—represent how your organization achieves results. These foundational values serve as your team's social contract, guiding behaviors and interactions across all levels.

2. Set Explicit Behavioral Expectations

Accountability must extend beyond measurable outcomes like visitor statistics or revenue—it should also encompass daily behaviors. Employ transparent mechanisms, like anonymous digital feedback portals, to provide employees a secure way to express concerns about behaviors or workplace culture. Regular pulse surveys or monthly culture-focused discussions can ensure early identification of issues. Consider adopting tools such as OKRs and KPIs that incorporate behavioral metrics, and designate internal ambassadors who champion organizational values, fostering peer-driven accountability.

3. Enforce Accountability Consistently

Leadership should promptly and transparently address feedback concerning toxic behaviors to maintain team trust and credibility. Early interventions such as executive coaching can correct misalignments before problematic behaviors become entrenched. Integrating behavioral feedback into regular performance evaluations alongside traditional KPIs normalizes accountability, making it clear that behaviors are as critical as business outcomes.

4. Implement Clear, Actionable Consequences

Provide structured support and clearly defined timelines to encourage behavioral improvement. Transformation takes time, but progress should be observable. If behavioral improvements aren't apparent, leaders should decisively implement a structured exit strategy within a defined period, typically 90 days. Equally important is recognizing and celebrating positive behaviors regularly. Highlighting exemplary conduct reinforces the desired culture and clearly communicates the standards expected throughout your DMO.

Having supported numerous DMOs navigating the complex process of addressing Untouchables, I've observed that decisive action invariably leads to improved culture. In every scenario, leaders express relief, noting improved team dynamics, greater employee satisfaction and a renewed commitment to organizational excellence.

Are you harboring any Untouchables within your leadership ranks? Have you proactively sought feedback from your team? Resist the temptation to overlook negative behaviors because of high production or influential connections. Your team's success—and your organization's excellence—depends on addressing these issues directly and decisively.

Confront the Untouchables now, ensuring your destination organization thrives on a culture of excellence, collaboration, and engaged leadership.