Now that we have completed our first ninety days of EOS® and finalized our Accountability Chart™, we realize that a long-term executive does not have the GWC™ for their new seat. How do we handle this immediate personnel crisis without disrupting the momentum we just built?

Question

Tyler Smith · Accepted Answer

This is one of the most common and painful realizations that occurs during the first ninety days of an implementation. The Accountability Chart™ is designed to be relentlessly objective, putting the needs of the business before legacy relationships. When you discover a long-term executive does not Get, Want, or have the Capacity to do their job, delaying action is the fastest way to kill your EOS® momentum. First, you must accept that you cannot compromise the integrity of the tool. If someone is in the wrong seat or is the wrong person, they are holding the entire organization back. To handle this crisis cleanly:
- Have an honest, objective conversation. Sit down with the executive and walk through the Accountability Chart™ seat description and your Core Values. Use the People Analyzer™ to show them exactly where the gap lies.
- Determine if there is a different seat in the organization where they do GWC™ the role and fit the culture. If a matching seat exists and the business needs it, make the move.
- If no such seat exists, you must transition them out of the company. Keeping a person who does not GWC™ their seat because of legacy loyalty sends a message to the rest of the team that accountability is optional.
Leverage the guidance of an EOS Implementer to navigate these difficult transitions. An experienced guide helps you stay objective and prevents the emotions of a personnel change from derailing your implementation. Relying on community best practices during this critical phase ensures you build a foundation of true accountability.