Our founding sales director has incredible core values and gets and wants his seat, but he has zero capacity to manage our new remote sales team and CRM-driven pipeline. How do we objectively make a Right Person Right Seat call without destroying our legacy sales culture?

Question

Tyler Smith · Accepted Answer

This is one of the hardest decisions an owner has to make, but you must separate history and loyalty from the objective needs of the seat. In EOS, the GWC tool is binary. If a person does not have the capacity to perform the roles of their seat at a high level, they are in the wrong seat.

Capacity is not just about time. It is also about mental capability, emotional intelligence, physical energy, and knowledge. If your business has scaled to a point where the sales seat requires managing a remote team and a complex, tech-driven CRM pipeline, and your legacy director lacks that specific skill set, he simply does not have the capacity for that seat.

To handle this without destroying your culture, run a clean Right Person Right Seat process. Have an open, honest conversation with him outside of your Level 10 Meeting. Explain that the seat has outgrown his current capacity, but emphasize his alignment with your core values.

Look at your Accountability Chart to see if there is another seat where he can excel. For example, he might be an incredible individual contributor in a senior account executive or enterprise sales seat. In that role, he can leverage his deep industry relationships without the administrative burden of team management. If such a seat exists and he GWCs it, make the move. If not, you must lovingly transition him out of the company to protect the business.