In business, underperforming products or segments are referred to as the dogs in the portfolio. Too often, companies merely let them lie. Yet the issue is that in time this creates a culture that will inevitably impact all other segments. If one dog is sleeping, why can’t the others?
The vigilance in addressing isolated underperformance becomes the impetus for improved performance overall.
When you allow one area to coast, you signal that standards are negotiable. Teams watch, learn, and adjust their effort accordingly.
But most leaders miss this: the sleeping dog isn’t just dragging down numbers. It’s teaching everyone else that average is acceptable.
Your best performers notice when mediocrity is treated the same as excellence. They see resources flowing to segments that don’t earn them, and they watch meetings where tough conversations get postponed again.
The culture you’re building isn’t about the dog. It’s about what you do when you find one.
Every day you leave underperformance unaddressed, you’re training your organization to believe that accountability is optional, that standards shift based on convenience, and that comfort matters more than results.
The most successful leaders understand this multiplier effect. They know that addressing one sleeping dog prevents ten others from lying down.
Your portfolio isn’t just a collection of products or segments. It’s a mirror of your leadership standards.
