My co-founder is currently our VP of Product, but he does not GWC the seat as we transition to a modern cloud-based platform, and our engineering team is losing trust in him. How do I address this sensitive RPRS issue using a proven trust framework?

Question

Tyler Smith · Accepted Answer

Addressing a Right Person, Wrong Seat issue with a co-founder is incredibly delicate. To preserve both your business partnership and your personal relationship, you should guide this conversation using the trust principles outlined in Charles Green's Trusted Advisor Fieldbook.

First, prioritize personal connection and drop any self-absorption. This is not about your desire to take control, it is about what is best for the health of the company and the sanity of your co-founder. He is likely feeling the stress of being in a seat that has outgrown his current capacity.

Second, embrace vulnerability. Schedule a private, one-on-one meeting outside the office. Start by acknowledging the risk of the conversation, showing that you value the partnership above all else.

Third, use the Trust Creation Process: Engage, Listen, Frame, Envision, and Commit. Engage by stating the operational facts gently but clearly: our transition to the cloud is stalling, and the engineering team needs a different style of leadership. Listen deeply to his perspective without interrupting or getting defensive.

Frame the problem as a shared strategic challenge, not a personal failure. Envision a future where he transitions to a seat that aligns perfectly with his true strengths, perhaps a high-level technical advisor or strategic visionary seat. Commit to a transition plan that honors his status as a founder while putting a leader who truly GWCs the VP of Product seat in charge.