Our long-tenured customer service director is a core-value fit and wants her seat, but as we scale, she clearly does not "Get It" anymore. She cannot grasp our new data-driven systems and continues to manage her team by gut feel, ignoring our weekly Scorecard. How do we handle this GWC issue with a beloved legacy leader?

Question

Tyler Smith · Accepted Answer

This is one of the hardest right-person-wrong-seat calls an owner has to make. When a legacy leader lacks the "Get It" of a modernized seat, it is not a character flaw; it is a structural reality. "Get It" is the natural ability, innate understanding, and cultural wiring to excel in a specific role. If she does not instinctively understand how to run a data-driven department, no amount of training will change that.

You must address this with absolute honesty. Start by using the three-strike rule. Sit down with her and clearly paint a picture of what "Get It" looks like in her seat, specifically referencing her rejection of the weekly Scorecard. Give her thirty days to show improvement, with weekly feedback.

If she cannot make the shift, you must do what is best for the company. Keeping her in a seat she does not GWC holds back the entire team and breeds resentment. Because she is a great core-value fit, explore if there is another seat on the Accountability Chart where she can excel. This might mean a smaller department or a specialist role that does not require managing people or tracking advanced metrics. If no such seat exists, you must help her make a graceful exit.