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The Greenhouse

Why the most expensive person in your organisation isn't the CEO

Harvard data proves your high-performers might be bankrupting you. This is the business case for being human — and the 90-day pilot to prove it works.

What if I told you that avoiding a toxic hire is worth 2.3x more than finding a superstar?

That psychological safety creates a 36% revenue swing? That your "brilliant jerks" are costing you $12,489 each, every year, in people they drive away?

These aren't soft HR initiatives. These are hard commercial strategies. And the data is irrefutable.

$12,489 The cost of a toxic worker (induced turnover) vs $5,303 value of a superstar Housman & Minor, Harvard Business School
36% Revenue swing from psychological safety +17% for safe teams, -19% for unsafe Google Project Aristotle
$250M Additional annual revenue at Sears From 5-point employee attitude improvement Sears TPI Model
2.85× More likely Nobel laureates have artistic hobbies Breadth drives breakthrough Root-Bernstein Research

Toxic workers are often more productive than average. That's the trap.

On a standard performance dashboard, they look like your best investment. They close deals, ship code, hit targets. But they're a negative-carry asset — their individual gains are offset by the teammates they drive away.

The question isn't "Who are our top performers?"

The question is: "Who's driving our best people to quit?"

1

Hire for attitude, train for skill

Get the right people with the right attitude and they can learn anything. Get the wrong people with the right skills and they'll erode the commercial success you built.

2

Listen radically

Understand what your people need. Replay it back so you're convinced you understand what must be done. Then do whatever you can — intelligently — to give them the environment to thrive.

3

Empower the frontline

Give them the tools, the budget, and the permission to solve problems without asking. Ritz-Carlton gives every employee $2,000 per guest. Their turnover dropped from 51% to 23%.

The first step to cultural change is making it official. Customise this manifesto, download it, sign it, and put it on the wall. This is how you signal that the rules have changed.

A manifesto of permissions

To: All Colleagues

From: Leadership

Date:

For too long, we have operated on a default setting of "wait for permission." This slows us down, stifles your creativity, and erodes our commercial edge.

Effective immediately, we are flipping the default. As a member of this team, you officially have:

1. Permission to speak the truth

If a process is broken, say it. If a deadline is unrealistic, flag it. If leadership is wrong, challenge it. Silence is not polite; it is dangerous.

2. Permission to solve the problem

If a client is unhappy, fix it. You have the training, the budget, and the judgment. Do not escalate a problem you have the capacity to solve.

3. Permission to disconnect

We pay you for your output, not your stamina. You have permission to rest when tired and turn off notifications when deep-working.

4. Permission to say "I don't know"

Admitting ignorance is the first step to learning. Blurring the truth to save face is a problem; saying "I don't know, but I will find out" is a badge of honour.

5. Permission to bypass bureaucracy

If a rule exists solely to tick a box and it prevents you from delivering value, you have permission to question that rule.

6. Permission to grow (or go)

You have permission to outgrow your role. If you feel stagnant, tell us. And if your journey takes you elsewhere, you have permission to leave with our blessing.

Signed,

_____________________

The Leadership Team

Customise your manifesto

Print it. Sign it. Put it on the wall.

Safety is invisible until it's gone. Use these three questions as a pulse check for your team.

Check your temperature

Select answers to see your safety score.

Projected Revenue Impact: --

Identify the "brilliant jerks" before they burn down your culture. Answer these for a specific high-performer.

Do they say "I" or "We" when things go well?

When others make a mistake, do they help or blame?

Do you feel drained or energised after meeting them?

Do they do work that doesn't get them credit?

If you were starting a new company, would you hire them?

We don't ask you to transform the whole business. We ask you to run an experiment.

Take one team. Apply The Greenhouse. Document the results. Let them prove what's possible.

Language shapes reality. Stop using factory terms for creative work.

Human Resources People & Potential

We cultivate talent, we don't extract it like coal.

Manager Blocker Remover

Your job is to remove obstacles, not issue commands.

Soft Skills Power Skills

The only skills AI cannot replicate.

Performance Review Alignment Session

Don't judge the past. Align the future.

Failure Tuition

The price we pay for learning something new.

Ready to run The Greenhouse?

Let's find your most expensive person — and turn them into your best investment.

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