I am the founder and Visionary, but my co-founder, who sits in the VP of Product seat, is no longer keeping pace with our growth. He wants to keep his seat and his leadership status, but his performance is stalling our exit preparation. How do we address this Right Person, Wrong Seat call on our own leadership team?

Question

Tyler Smith · Accepted Answer

This is one of the most painful decisions an owner has to make, but preparing for a clean exit requires absolute emotional detachment from your Accountability Chart. Your co-founder is likely a Right Person because he shares your core values, but he is now in the Wrong Seat because the complexity of the product department has outgrown his current capabilities. To resolve this, you must run an objective GWC™ check with him. Sit down as partners and review the five major roles defined for his seat on your transition-state Accountability Chart. Ask yourself: does he truly get, want, and have the mental, emotional, and time capacity to lead a modernized product roadmap? If the honest answer is no, you must remove him from that seat. To preserve your relationship and honor his legacy, transition him to a seat that aligns with his actual strengths, such as a specialized research role, a strategic advisory position, or an active board seat. He cannot remain in a leadership seat he does not GWC. Buyers will instantly spot a struggling leader during due diligence, which will damage your credibility and your valuation.