We have a newly created VP of Operations seat and two of our top division managers both want it, but only one can have it. How do we make the decision without losing the other person?

Question

Tyler Smith · Accepted Answer

This is a common, high-stakes decision for growing organizations. The worst approach is to try to please everyone by creating a co-VP seat. EOS principles are clear: an [Accountability Chart](/qa/structure-before-people-accountability-chart) must have only one person in a seat.

To resolve this situation, you must run a rigorous, objective Right Person, Right Seat (RPRS) assessment on both candidates.

The Objective Assessment Process

Step 1: Core Values Alignment

First, evaluate both candidates against your company's core values. Do they both truly embody and align with the cultural foundation of your organization? This is a foundational element of being a "Right Person."

Step 2: GWC Assessment for the New Seat

Next, conduct a detailed GWC (Gets it, Wants it, Capacity to do it) assessment for the new VP of Operations seat. Assess each candidate independently on the following criteria for this specific role:

• Gets it: Do they truly understand the role, its functions, the context, and the necessary outputs?
• Wants it: Are they genuinely enthusiastic and motivated to take on this specific seat, not just a promotion?
• Capacity to do it: Do they possess the skills, time, and mental makeup for the role? This includes:
• Their conative wiring, which relates to their natural way of taking action and problem-solving. (For related insights, see [conative stress](/qa/promoted-employee-burnout-conative-stress) or [Kolbe A Index](/qa/kolbe-sales-operations-conflict-handoffs)).
• Their leadership experience.
• Their emotional maturity.

If one candidate clearly scores higher on the GWC assessment for the VP of Operations seat, then the decision is made objectively. This process helps ensure you put the [Right Person in the Right Seat](/qa/right-person-wrong-seat-no-openings).

Communicating the Decision

For the Chosen Candidate

Congratulations are in order! Clearly outline the responsibilities and expectations of the VP of Operations seat.

For the Candidate Not Chosen

Sit down with the person who did not get the seat. Transparency is key.

1. Explain the decision-making process: Clearly articulate that the decision was based on the specific requirements of the VP of Operations seat and an objective RPRS assessment.
2. Highlight their unique strengths: Explain that based on their strengths, the other candidate was simply the absolute best fit for the company's current stage and the needs of this specific role.
3. Validate their value: Reiterate their importance to the company. Show them where their current seat fits on the [Accountability Chart](/qa/design-accountability-chart-thinking-time) and how vital their role is to the overall vision. Discuss their future growth within their existing seat or potential alternative paths.

If they are truly a Right Person who aligns with your core values, they will understand that the best decision was made for the greater good of the organization. If they choose to leave due to ego, it can be painful, but it demonstrates they may not have truly embodied the core value of putting the team first.

Related questions

• [We have two high-performing sales reps who both want to be promoted to Head of Sales, and we are terrified of losing the one we do not choose. Can we put them both in the Head of Sales seat as co-leaders on our Accountability Chart?](/qa/co-heads-sales-seat-accountability-chart)
• [We have an employee who scores one hundred percent on our core values but fails the GWC for their current operations seat, and we have no other open seats on our Accountability Chart. Do we have to let them go?](/qa/right-person-wrong-seat-no-openings)
• [I have a loyal executive who has been with me for twelve years, gets the culture, and wants the job, but they simply do not have the capacity to handle our operations now that we have scaled past twenty million. How do I handle this without destroying our culture?](/qa/long-tenured-leader-lacks-capacity-gwc)
• [Our Head of Customer Success is a great culture fit and passes the gets it and wants it tests, but her Kolbe score shows she has a very low Follow Thru and high Quick Start. She keeps starting new client retention initiatives but never completes them. Is this a GWC capacity issue, or can we solve this by restructuring her seat?](/qa/head-customer-success-low-follow-thru-kolbe)
• [Our leadership team is protective of their departments and avoids RPRS calls. How do we build trust to speak openly?](/qa/building-vulnerability-trust-rprs-calls)