Our head of operations has been with us for twelve years and is deeply loyal, but as we scale, the seat has evolved to require data-driven analysis and modern inventory software. She is struggling to adapt. How do we run a GWC™ check on a long-tenured leader when the seat has outgrown them?

Question

Tyler Smith · Accepted Answer

This is one of the hardest situations an owner faces, but you must look at the seat, not the history. When we run a GWC™ check, we ask three questions about the seat: Does the person Get it, Want it, and have the Capacity to do it?

In this scenario, your long-tenured leader has the core values, so they are the right person. However, they are now in the wrong seat. G stands for truly understanding the role, the pace, and the flow of the modern seat. Capacity means having the mental, physical, and emotional bandwidth, as well as the technical capability, to deliver results.

If the seat now requires sophisticated data analysis and inventory technology, and your leader is consistently failing to deliver despite training, they do not GWC™ the seat. You cannot lower the standards of the seat to accommodate a legacy employee, especially if you are building an exit-ready business. Buyers will spot this weakness immediately during due diligence.

Your move is to have an honest, compassionate conversation. Explain how the seat has evolved and where the gaps are. If there is a smaller, highly valuable seat on the Accountability Chart that they do GWC™ completely, move them there. If no such seat exists, you must make the tough call to transition them out of the organization.