There’s a concept from Netflix called the Keeper Test.

The idea is simple: If someone on your team told you they were leaving tomorrow, would you fight to keep them?

Not “would you be bummed.” Not “would it be inconvenient.” Would you genuinely fight to keep them?

It’s an uncomfortable question. And that’s exactly why it’s useful.

Why I Like This Framework

I don’t use the Keeper Test to identify who is failing. I use it to identify who is exceptional.

The honest answer reveals something most leaders avoid: the difference between someone who is truly exceptional in the role and someone who is just … comfortable. Competent. Fine.

And “fine” is the enemy of great teams.

Most leaders don’t fire people who are fine. They don’t have the hard conversation. They don’t make the change. Because it’s easier to keep someone who is “good enough” than to go through the pain of finding someone better.

But here’s the thing: Great teams don’t happen by accident. They happen because someone was willing to be honest about what “great” actually looks like.

The Keeper Test Isn’t About Firing People

Let me be clear about what this is and isn’t.

This isn’t about creating a culture of fear. It isn’t about ranking your team and cutting the bottom 10 percent. That’s a different philosophy and not one I subscribe to.

The Keeper Test is a self-assessment tool for leaders. It forces you to get honest with yourself about the following questions:

  • Am I investing in the right people?
  • Am I giving enough feedback to help people grow into “keeper” status?
  • Am I avoiding a hard conversation because it’s uncomfortable?
  • Have I been clear enough about what exceptional looks like?

If someone doesn’t pass the Keeper Test, the first question isn’t “How do I replace them?” it’s “Have I given them every opportunity to succeed?”

What the Keeper Test Taught Me About Myself

When I first started using this framework, I realized something uncomfortable: the people I’d fight hardest to keep weren’t always the ones with the most experience or the biggest titles.

They were the ones who:

  • Raised their hand for the hard problems.
  • Moved before they were told to move.
  • Brought energy that lifted the whole team.
  • Were honest with me even when it wasn’t easy.

That realization changed how I hire, how I give feedback, and how I think about what “exceptional” actually means.

Try it This Week

Think about your team. For each person, ask yourself: If they told me tomorrow they were leaving, would I fight to keep them?

If the answer is yes, tell them. People who are exceptional should know they’re valued.

If the answer is no, ask yourself why. Is it a coaching opportunity? A role-fit issue? Or have you been avoiding a conversation?

Either way, the question creates clarity. And clarity is the foundation of intentional teams.

Your Turn

When was the last time you told someone on your team that you’d fight to keep them? Sometimes the most powerful leadership move is just saying it out loud.

This article was originally published on Substack and has been republished with permission.