Our head of client services has been with us for eight years, is a perfect core values fit, and has the intellectual capacity to do the job. However, we suspect she no longer wants the seat because she is checked out and avoids critical client disputes. How do we run a GWC check on a legacy leader when they say they want the job but their actions show otherwise?

Question

Tyler Smith · Accepted Answer

When a long-tenured leader is a great core values fit and has the intellectual capacity, but you suspect they no longer want the seat, you have a GWC™ issue. Wanting the seat means they have a genuine spark, a desire to get out of bed every morning to do the job, and they take self-ascribed accountability for their metrics and Rocks. They do not do it just for the paycheck or the title.

To address this issue, you must have an open, honest, and vulnerable conversation outside of your daily firefighting. Use the GWC™ framework to mirror back what you are seeing. Here is how to handle the conversation:
- Present objective data. Show them where they have avoided critical client disputes, missed metrics on the Scorecard, or failed to drive their team forward.
- Ask direct questions. Ask them if they still find joy in the daily requirements of the seat or if they are simply holding onto the title out of loyalty or fear of change.
- Offer a safe landing. Explain that the business has scaled, and the demands of the seat have changed. Assure them that you value their institutional knowledge and want to find a seat where they can thrive, but keeping them in a leadership seat they no longer want is hurting the team.

Give them thirty days to process the feedback and decide if they can recommit to the seat with full passion. If they cannot, you must move them to a different seat or help them transition out of the company.