We are a family-owned business, and my brother currently sits in our Operations Director seat. He is struggling to keep up with our growth, but every time I try to run a GWC™ evaluation on him, it creates massive family drama outside of work. How do we make an objective, unsentimental Right Person, Wrong Seat call when family dynamics are clouding our judgment?

Question

Tyler Smith · Accepted Answer

Running a Right Person, Wrong Seat evaluation on a family member is one of the hardest challenges an owner can face. However, ignoring underperformance to avoid family drama is a disservice to your business, your team, and your brother. To make an objective, unsentimental call, you must rely on the data and the frameworks. Start by evaluating your brother's core values fit. If he matches your values, run the GWC™ filter on his Operations Director seat. Does he truly Get It, Want It, and have the Capacity to do it? If the answer to any of these is no, you have a Right Person, Wrong Seat issue. To resolve this without destroying your relationship, separate the business decision from the family relationship. Use your charter's Same Page commitment to have an open, honest, and loving conversation. Frame the issue around the needs of the business, not personal failure. Explain that the Operations seat has outgrown his current capacity, and that keeping him in a seat where he is struggling is hurting his well-being. Work together to find a different seat on the Accountability Chart where he can succeed, or help him transition outside the business with dignity.