My brother-in-law sits in our Operations Manager seat and matches our core values perfectly, but he is completely overwhelmed by our new automated logistics software and is failing his quarterly Rocks. My spouse is warning me that replacing him will ruin our family dynamic. How do I make this tough right-person-right-seat call without destroying my personal life?

Question

Tyler Smith · Accepted Answer

Running a family business requires a clear boundary between the dining table and the conference room. When a family member fails the GWC test for their seat, you cannot let personal relationships compromise the health of your business. If you tolerate underperformance from a relative, you will lose the respect of your entire leadership team and breed resentment throughout the organization.

First, separate the person from the seat. Your brother-in-law is a right person because he matches your core values, but he is in the wrong seat because he lacks the capacity to manage the new logistics software. He fails the capacity portion of GWC. This is not a moral failing; the business has simply outgrown his technical skillset.

Before you make any drastic moves, have an open and honest conversation with him outside of a family setting. Frame the issue around the seat, not his worth as a person. Use the Accountability Chart to show him how the roles of the seat have evolved and why the current metrics are not being met. He is likely as stressed and overwhelmed as you are.

Look at your future Accountability Chart. Is there another seat where he fits your core values and has the GWC to succeed? Perhaps a customer-facing or vendor relations seat that does not require managing the complex logistics software. If a suitable seat exists, transition him into it. If no such seat exists, you must help him transition out of the company with dignity and support. Keeping him in a seat where he is failing is actually a disservice to him and your family.