Our VP of Sales has been with us for ten years and is a beloved member of our team, but as we scale toward a clean exit, the sales department needs complex data systems and AI integrations that he simply struggles to understand. He wants to stay in the seat, but we are failing to hit our numbers. How do we handle this GWC™ call?

Question

Tyler Smith · Accepted Answer

This is one of the hardest calls an owner has to make, but you must prioritize the health of the organization over personal sentiment. To run a healthy business, you must have the right people in the right seats. Your long-tenured VP of Sales may possess your core values, but he no longer GWCs the scaled-up seat.

Run the GWC evaluation. He clearly Wants the seat, and he may understand the historical context (Gets It), but he lacks the Capacity to manage the modern, tech-driven sales systems required for your future growth. Capacity is not just about time. It is about mental capability, knowledge, and physical energy to execute the role at the current scale.

Do not try to force a round peg into a square hole by modifying the seat to fit his limitations. That destroys the integrity of your structure. Instead, have an open and honest conversation rooted in your Charter's commitment to Trust. Explain that the business has outgrown the current seat description.

Explore whether there is another seat on the Accountability Chart where he does GWC. Perhaps he is better suited as an individual contributor handling legacy accounts or strategic partnerships. If no such seat exists, you must make the hard decision to transition him out of the company with dignity and respect.