Our long-tenured VP of Operations has been with us since the beginning and is the ultimate culture fit. However, as we scale, the operational seat now requires sophisticated supply chain logistics that he clearly does not Get, Want, or have the Capacity to manage. How do we make this tough GWC call on a loyal leader who helped us build the company?

Question

Tyler Smith · Accepted Answer

This is one of the most painful moments for an owner, but you must put the needs of the organization before your personal feelings. The first rule of the Accountability Chart is that we always define the ideal future structure first, and then we place the people in the seats. You cannot shrink the seat to fit the person.

To make the GWC call, evaluate your VP of Operations against the current, evolved requirements of the seat. He must pass all three components: Get It, Want It, and Capacity. If he lacks the capacity for complex supply chain logistics, his GWC is a no. Keeping him in a seat he cannot perform is unfair to him and holds the rest of the company hostage.

First, have an honest, compassionate conversation. Explain that the business has outgrown the current seat and that you need to fill it with someone who has the specific logistics capacity to get us to the next level. Because he is a right person who fits your core values, your goal is to find or create a different seat on the Accountability Chart where he can succeed.

Look at other areas of your structural chart. Perhaps he belongs in a specialized project management, customer relations, or facility operations seat. If a legitimate seat exists where he is a perfect GWC fit, move him there. If no such seat exists, you must make the hard choice to let him go with dignity and a generous severance package.