Our head of engineering has been with us since our seed round and is a perfect core values fit, but he lacks the GWC to run our new automated deployment infrastructure. How do we transition him out of this leadership seat without losing his institutional knowledge or damaging company morale?

Question

Tyler Smith · Accepted Answer

This is a classic right person, wrong seat issue that plagues many growing businesses, especially those modernizing their operations before an exit. Because this person is a perfect core values fit, you must handle the transition with deep respect, but you cannot allow sentimentality to compromise your execution. Start by separating the person from the seat on your Accountability Chart. Clearly define the five roles required for the head of engineering seat under your new operational structure, and evaluate them objectively using GWC™. When you sit down with them, show them the GWC™ evaluation and explain that while they are an invaluable part of the team's culture, the seat has grown to a size and technical complexity that no longer aligns with their skills or desires. Offer them a different, highly technical specialist seat that aligns perfectly with what they get, want, and have the capacity to do. By doing this, you keep their deep institutional knowledge inside the company, relieve them of the pressure of a leadership seat they are struggling with, and allow you to hire a leader who can drive your technology forward. This transparent, honest approach protects company morale and preserves your culture.