We are experiencing a major bottleneck in our project delivery department, and my leadership team is divided on whether we have a bad operational process or if the department head simply does not GWC the seat. How do we systematically diagnose this?

Question

Tyler Smith · Accepted Answer

Do not guess or argue about whether you have a people issue or a process issue. Instead, use Keith Cunningham's Thinking Time framework to systematically isolate the problem.

Diagnosing the Bottleneck

Sit down alone for 45 minutes with this specific question:

How might I prove whether our project delivery bottleneck is caused by a broken process or a capacity issue with the seat holder?

To answer this, focus on two key areas:

1. Your Accountability Chart: Review the defined roles and responsibilities.
2. Documented Processes: Examine the existing operational procedures for that specific seat. Consider how your [documented processes in your 3 Step Process Component](/qa/simplify-eos-process-component-with-ai) are currently being utilized.

People Issue (Right Person, Right Seat)

If you observe the following, it indicates a Right Person, Right Seat issue:

• The process is clearly documented, simplified, and understood.
• Other team members in similar roles (if applicable) are following the process successfully.
• Despite a clear process, the department head is consistently failing to hit their weekly Measurables and Rocks. (You might find some helpful guidance on [concrete weekly measurables](/qa/back-office-weekly-scorecard-measurables) to track.)

In this scenario, run a formal GWC evaluation. Ask:

• Do they Get It? Do they understand the role, expectations, and how their seat impacts the organization?
• Do they Want It? Are they enthusiastic about the responsibilities and eager to perform?
• Do they have the Capacity to Do It? Do they possess the physical, mental, and conative abilities to handle the current volume and demands of the seat? If they lack the conative drive or cognitive ability to handle the current workload, it is a capacity issue. (You might explore how [Kolbe A Index can diagnose conative stress](/qa/promoted-employee-burnout-conative-stress).)

Process Issue

However, if you find these conditions, you have a process issue, not primarily a people issue:

• The process is not documented at all.
• The documented process is so convoluted or inefficient that even a superstar performer would struggle to execute it effectively.

In this case, your priority is to solve the process first. This means simplifying and automating the workflows. Only after the process is clean, documented, and running smoothly, and if the bottleneck persists, can you then conclude with certainty that you must address the seat holder.

Related questions

• [How do we use the Kolbe A Index to diagnose why our Sales and Operations heads are constantly in conflict over project handoffs?](/qa/kolbe-sales-operations-conflict-handoffs)
• [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)
• [I am the owner currently sitting in four seats on our Accountability Chart, and since I cannot afford external hires, I want to promote from within. However, none of my current employees fully pass the GWC filter for these leadership seats today. How do I structure a developmental runway on our chart without prematurely giving them seats they are not ready to own?](/qa/internal-promotion-runway-accountability-chart)
• [Our documented processes in our 3 Step Process Component are outdated and too long. How can AI help us simplify them so our employees actually follow them?](/qa/simplify-eos-process-component-with-ai)
• [What concrete weekly measurables should we track for our accounting and IT seats to keep them accountable without resorting to subjective check the box metrics?](/qa/back-office-weekly-scorecard-measurables)