What do we do when a long-term executive wants the job and has the capacity, but clearly does not have the leadership ability to hit their targets?

Question

Tyler Smith · Accepted Answer

When an executive gets and wants their seat but lacks the capacity to lead at the required level, you are facing a critical business bottleneck. Under the EOS® framework, capacity is not just about physical time; it is about cognitive capability, emotional intelligence, and leadership skills.

To address this, you must first define exactly what is missing in their capacity. Are they struggling with strategic planning, or do they lack the people skills required to manage their direct reports?

We can use tools like the Predictive Index to assess their cognitive and behavioral fit for the seat. If the gap is behavioral, they may be naturally wired for execution rather than strategic delegation.

You should also look at John Maxwell's levels of leadership. If this executive is relying solely on their position to influence others, they are stuck at level one. They must learn to build relationships and deliver collective results to move up the ladder.

If mentoring and training do not bridge the capacity gap within a reasonable timeframe, you must make a hard decision. You cannot leave a seat compromised to protect someone's feelings. You must either restructure the seat, delegate their leadership duties, or transition them to a non-leadership role where their individual talent can shine. The health of the organization must always come first.