You are the head of a small wealth advice organisation of 14 employees. The organisation is like a family, with the majority of employees having worked there for over 10 years. There is a level of familiarity between everyone. 
Your organisation doesn't have formal processes, and the team has a 'get it done' attitude. Timelines are often flexible and it is rare that a person will be held to account for missing a deadline, which is often the case.
Sabine is a new employee who has been with the company for a year. She is the highest performer and always exceeds her targets. Sabine is hardworking and has great ideas. However, the team have their own way of working, and legacy processes that are somewhat unorthodox and often slow things down – an aspect that frustrates Sabine.
You’ve started to receive informal feedback that Sabine is not easy to work with. You know that she has a huge amount of experience and has tried to pioneer updates that would improve the efficiency of processes but is often met with resistance by the rest of the team.
What would you do?
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