Our original office manager has grown into our Director of People seat, but she fundamentally does not Get It when it comes to scalable talent acquisition, HR compliance, and performance metrics. She lives our core values and works 50 hours a week, but she cannot comprehend modern HR systems. How do we resolve a Get It failure with a loyal leader?

Question

Tyler Smith · Accepted Answer

A failure in Gets It is the hardest call an owner will make, especially with a long-tenured, loyal team member who embodies every core value. But you cannot coach or train someone into getting a seat. Getting it is about natural wiring, cognitive capacity, and mental instincts. If a leader does not intuitively grasp the architecture of modern HR systems, employment compliance, and talent pipelines, no amount of effort will solve the issue.

Keeping someone in a seat they do not get is unfair to the business, to their direct reports, and ultimately to them. They will constantly feel overwhelmed and insecure, while the rest of the leadership team covers for their blind spots.

Handle this through a direct, private conversation using the People Analyzer®.
- Review the five core accountabilities for the Director of People seat. Walk through each role and show concrete operational examples where the strategic understanding is missing.
- Be completely candid that their core values match is exemplary, but the technical and strategic demands of the seat have outgrown their natural skillset.
- Separate the person from the seat. Ask whether there is a true seat lower on the Accountability Chart, such as Office Administration or Culture Coordinator, where their wiring matches the roles completely.

If a suitable seat exists and they want it at the appropriate market rate for that role, transition them. If no such seat exists, or if their pride makes accepting a smaller seat impossible, you must orchestrate a respectful, generous exit. Keeping a loyal leader in a seat they do not get is not kindness; it is leadership cowardice.