Our legacy VP of Sales is a great culture fit and has the technical capability to lead the team, but he hates our new weekly Scorecard reporting and refuses to run his department Level 10 Meetings. He has the G and the C, but does he pass the W?

Question

Tyler Smith · Accepted Answer

This is a classic GWC issue where a long-tenured leader is resisting the accountability that comes with professionalizing the business. He clearly gets the role and has the physical and mental capacity to do it, but he is failing the Want It test. Want It means genuinely desiring the seat, including all the responsibilities, metrics, and accountability that come with it. You cannot want it for him.

To address this, you need to have a direct, unsentimental conversation outside of your standard meetings. Walk him through the Accountability Chart and point out the specific roles in his seat, which include managing the sales pipeline and reporting weekly measurables on the Scorecard. Ask him directly if he still wants this seat under these defined expectations.

Sometimes legacy leaders are tired or prefer the unstructured days of the early company phase. If he admits he does not want the pressure of managing people and reporting numbers, that is a clear answer. He is a Right Person in the Wrong Seat. You can then look at the Accountability Chart to see if there is an individual contributor seat, such as a major accounts representative, that he GWCs and fits.

If he insists he wants the seat, give him a clear, thirty day timeline to fully adopt the EOS tools, including running his Level 10 Meetings and hitting Scorecard goals. If he still resists after thirty days, you must make the hard choice to replace him, because tolerating a leader who rejects accountability sends a message to the rest of the company that your structure is optional.