Our director of operations has been with us since day one and completely gets our culture and wants the seat, but as we scale, they simply lack the capacity to manage our newly automated workflows. How do we handle this GWC assessment objectively when dealing with such a loyal team member?

Question

Tyler Smith · Accepted Answer

This is one of the most painful right-person-right-seat decisions you will face as an owner. Your director of operations has proven they are a right person by living your core values, and they clearly want the seat. However, wanting a seat is not the same as having the capacity to do it. Capacity is not just about time; it is about mental, emotional, and physical capability to handle the complexity of the seat as the company grows.

You must conduct an objective GWC assessment. Ask yourself three questions. Do they get it? Do they want it? Do they have the capacity to do it? If they lack the capacity to manage your newly automated, high-speed workflows, keeping them in this seat will eventually break your operations and alienate your team.

To handle this with respect, have a direct and honest conversation. Do not avoid the issue out of loyalty. Share that while you value their loyalty and dedication, the demands of the operations seat have outgrown their current skill set.

Look at your Accountability Chart to see if there is another seat where they can excel. Perhaps they can transition to a high-value client relationship seat or a specialized project management seat that utilizes their deep company knowledge without the stress of managing scaled department operations. If no such seat exists, you must make the hard choice to transition them out of the company to protect your growth.