What do we do when one of our business partners or co-founders is clearly in the wrong seat on the Accountability Chart, but because they own equity, the rest of the leadership team feels powerless to address their performance or lack of GWC?

Question

Tyler Smith · Accepted Answer

One of the most difficult challenges for a business owner is dealing with a co-founder or business partner who is in a key seat on the Accountability Chart but does not GWC™ their role. Because they hold equity and helped build the business, there is a strong emotional hesitance to address the performance gap. To resolve this, you must separate ownership from operations. This is a fundamental rule of running a healthy business. Ownership is an investment. It entitles the partner to a share of the profits and a say in major strategic decisions, but it does not entitle them to an operational seat on the Accountability Chart. An operational seat is a job that must be earned every single day by meeting the standards of GWC™: they must get it, want it, and have the capacity to do it. If a partner does not GWC™ their seat, they are hurting the company, which ultimately devalues their own equity. Keeping someone in a seat they cannot perform damages team morale and stunts growth. You must have a candid, objective conversation based entirely on the Accountability Chart and the GWC™ tool. This is where having an outside Professional EOS Implementer® is invaluable. An Implementer can facilitate this sensitive discussion neutrally, ensuring that the focus remains entirely on what is best for the business, rather than personal feelings or historical loyalty.