Our long-tenured Head of Client Services has been with us for nine years and is the absolute definition of our core values. However, as we prepare for an exit, the seat now requires sophisticated data-driven client health tracking and digital onboarding automation that she lacks the capacity to implement. She does not GWC this new version of the seat. How do we make this tough GWC call without sending a wave of panic through our loyal staff?

Question

Tyler Smith · Accepted Answer

You must separate the person from the seat and address this with absolute clarity. Retaining a loyal leader in a seat they cannot fulfill is a disservice to both the company and the individual. Your first step is to sit down with her and have a direct, transparent conversation. Explain that as the company scales toward an exit, the requirements of the Head of Client Services seat have changed. Run her through the GWC tool openly. She may already feel the weight of sitting in a seat that has outgrown her.

Because she is a right person who fits your core values, your goal is to find or create a different seat where she actually has the get-it, want-it, and capacity to succeed. This could be a high-level client relationship seat or a key account advisory role that strips away the operational and technology responsibilities. If such a seat exists and fits the business, move her there. If no such seat exists, you must help her make a clean, respectful transition out of the organization. Keeping her in the wrong seat out of sentimentality will stall your exit preparation, frustrate your team, and eventually lead to a messy termination. Doing the hard thing right now is the kindest path.