Our current VP of Operations has been with us for years and says he wants the new automated Integrator seat we are creating for our exit preparation, but we suspect he only wants it for the title and salary bump. How do we objectively evaluate his Want It factor without relying on gut feeling?

Question

Tyler Smith · Accepted Answer

Evaluating the Want It portion of GWC™ is often the hardest part of the process because people will tell you what they think you want to hear, especially when a promotion and pay raise are on the line. But you cannot afford to put an Integrator in place who is only motivated by prestige.

To get past the verbal assurances, you must look at objective behaviors. Wanting a seat means the person genuinely loves the day to day work, feels energized by the responsibilities, and looks forward to doing it even on the hard days.

Start by having an open and honest conversation, rooted in your company's commitment to trust. Detail the exact, unvarnished realities of the Integrator seat. Explain the heavy burden of LMA, which means leading, managing, and holding people accountable. Emphasize that this seat requires resolving constant conflicts, running weekly Level 10 Meetings™, and making hard people decisions.

Ask your candidate to describe what a perfect week looks like for them. If their description focused on high level strategy and client interaction rather than the systematic work of running the business, they do not want the actual Integrator seat.

Watch their reaction when you discuss the operational Rocks and the Scorecard. A true Integrator is excited by the execution metrics.

If they still insist they want it, put them in a trial period with specific, measurable leadership outcomes. If they struggle to hold others accountable or avoid the tough conversations, you have your answer. They want the title, but they do not want the seat.