We hired an expensive external executive to fill our newly created Chief Revenue Officer seat on the Accountability Chart, but they are failing to hit their targets. How do we diagnose whether the issue is that they are the wrong person, or if we defined the seat incorrectly?

Question

Tyler Smith · Accepted Answer

When an expensive external hire underperforms, owners often panic and blame either the person or the system. To diagnose this issue objectively, you must return to the basics of the Accountability Chart and the GWC™ framework.

First, audit the seat itself. Look at the five roles defined for the Chief Revenue Officer seat on your Accountability Chart. Are these roles clear, measurable, and realistic? Sometimes, companies combine too many conflicting functions, such as brand marketing, direct sales, and customer success, into a single super-seat. If the seat is defined poorly, even a superstar will fail.

Second, if the seat is structured correctly, evaluate the individual using GWC™. Do they truly get the seat? Getting it means they have an innate feel for the role and understand how it connects with the rest of the business. Do they want the seat? Wanting it means they are genuinely motivated to do the actual work, not just enjoy the executive title. Do they have the capacity? Capacity includes the mental, physical, and emotional resources to execute the role.

If they fail any part of the GWC™ evaluation, you have a right-person-wrong-seat or wrong-person-wrong-seat issue. If they fit your core values but lack the capacity for this heavy seat, you must find a better fit. If they do not fit your core values or lack the basic drive, you must make the tough decision to let them go to protect your business value.