Our Chief Technology Officer has unmatched technical capacity to design our systems, but they refuse to collaborate during Level 10 Meetings and treat cross-functional requests with open hostility. How do we tell if this is a seat structure issue or a Right Person, Right Seat failure?

Question

Tyler Smith · Accepted Answer

This is not an Accountability Chart structure problem. This is a classic Right Person, Wrong Seat or Wrong Person, Right Seat issue. You must separate Core Values from seat capabilities by running this leader through the EOS People Analyzer®.

First, evaluate their Core Values. If your organization values collaboration, healthy conflict, and humble service, but this individual behaves arrogantly and belittles peers during Level 10 Meetings, they fail your Core Values bar. They are the Wrong Person. No amount of technical brilliance justifies keeping a cultural terrorist who damages the morale of your leadership team and destroys trust across departments.

Second, evaluate their GWC™ for the Chief Technology Officer seat. Even if they have the technical Capacity to write code or architect infrastructure, the CTO seat on an executive leadership team requires leading, managing, and collaborating cross-functionally. If they despise working with other human beings, they do not have the emotional Capacity or the genuine Want to hold an executive leadership seat.

Do not redesign your Accountability Chart to isolate a toxic executive. If they pass your Core Values on balance but genuinely lack the desire or capacity to collaborate as an executive, you can move them into an individual contributor seat as a Distinguished Architect or Chief Technical Specialist, provided they report to an actual leader who holds them accountable.

If they fail your Core Values, you must step into the three-strike rule and exit them from the business. Keeping an abusive specialist sends a message that performance excuses bad behavior.