My daughter sits on our leadership team as the head of marketing, but she clearly does not have the capacity to hit her targets, and the other executives are too intimidated by our family dynamic to call her out. How do I address this family performance gap?

Question

Tyler Smith · Accepted Answer

Family ties cannot override the Accountability Chart. When you allow a family member to occupy a seat they do not GWC™, you destroy your leadership team's trust and compromise the integrity of the entire organization. Your other executives are watching to see if your family loyalty is stronger than your commitment to the business's success. To fix this, you must put on your owner hat and take off your parent hat. Sit down with your daughter and evaluate her using the GWC™ tool objectively. Does she truly get, want, and have the physical, mental, and emotional capacity to execute this seat at our current scale? If she lacks the capacity, you must transition her out of that seat. To protect the relationship and the business, establish clear boundaries. Define a strict policy that family members are subject to the exact same performance standards and review processes as any other employee. If she needs to be moved to a different seat or let go, do it with love but absolute firmness. Your leadership team will only respect your authority when they see that no one, including your own family, is above the health of the company.