We are pivoting our business model to meet market shifts, meaning several seats on our Accountability Chart must radically change their key roles. How do we re-evaluate our current leadership team's GWC™ for these newly defined seats without destroying their motivation?

Question

Tyler Smith · Accepted Answer

Pivoting your business model requires absolute clarity on your Accountability Chart. When market shifts force you to redefine key seats, you cannot compromise on the GWC™ standard (Get It, Want It, Capacity to Do It) just to protect the feelings of long-term team members. Doing so will cripple your pivot before it starts.

To handle this transition objectively and maintain motivation, you must separate the seats from the people. First, rebuild the Accountability Chart to reflect exactly what the business needs to succeed in the new model. Do not look at who is currently on the team while doing this.

Once the new seats and their five key roles are defined, sit down with each leader individually. Walk them through the new seat requirements and conduct a transparent GWC™ evaluation together. Frame the conversation around the needs of the business, not their personal worth.

If a leader lacks the capacity to do the newly defined role, be honest about it. They may get it and want it, but the new skills required might be outside their current capability. In these cases, look for other seats in the organization where they can shine, or help them transition out with dignity.

By keeping the process objective, clear, and focused on the future health of the company, you respect the individual while protecting the integrity of the business.