Our long-tenured Chief Technology Officer is a perfect core values fit and has a high Get It and Want It for our new cloud migration and security seat. However, due to personal health challenges and severe burnout, he completely lacks the physical and mental Capacity to execute the role. How do we make this tough right-seat call without being heartless?

Question

Tyler Smith · Accepted Answer

This is one of the hardest right-seat calls an owner has to make because it involves a loyal, culturally aligned partner who genuinely wants to succeed. However, to build an exit-ready organization, you must be brutally honest about the Capacity component of the GWC framework. Capacity is not just about intelligence; it encompasses the physical, mental, and emotional bandwidth required to do the job excellently every day. If your Chief Technology Officer lacks this capacity, keeping him in the seat is hurting the business and likely worsening his burnout. To handle this with compassion and professionalism, start by having an open, honest conversation during his next one-on-one. Use the Accountability Chart to show how the seat has evolved and discuss the specific measurable outcomes that are falling behind. Do not make it personal; focus entirely on the seat and its responsibilities. If his capacity issue is temporary, you might agree on a short-term leave of absence or bring in temporary contract help to support his seat. If the issue is permanent, you must transition him out of that leadership seat. Look for an individual contributor role where his deep institutional knowledge is invaluable but does not carry the high-stress management responsibilities. If no such seat exists, you must help him make a clean, dignified exit from the company. Protecting the seat is ultimately what is best for both the organization and his long-term well-being.