We identified a key manager who has high Core Values alignment but clearly does not have the capacity to handle their seat on the Accountability Chart as we scale. How do we handle GWC deficits during an EOS rollout without demoralizing the team?

Question

Tyler Smith · Accepted Answer

A team member who matches your Core Values but struggles with their seat is the classic Right Person, Wrong Seat dilemma. This is one of the most painful operational challenges an owner faces, especially when the individual is a loyal, long-tenured contributor.

The C in GWC stands for capacity. Capacity encompasses mental horsepower, emotional maturity, physical endurance, technical ability, and the actual time required to do the job well. As a company scales, seat requirements expand rapidly. A seat that required basic management at five million in revenue becomes a complex strategic role at twenty million.

Do not ignore the deficit out of sentimentality. Keeping someone in a seat they cannot fulfill burns out the individual, damages team performance, and frustrates high performers who have to clean up after them.

First, assess whether an open seat exists on the Accountability Chart where the person fully Gets it, Wants it, and has the Capacity to do it. If there is a legitimate seat where their skills shine, transition them into it with clarity and dignity.

If no suitable seat exists, you must help them exit the business respectfully. Provide a fair transition plan and be transparent about why the business requires a different skill profile. High-trust teams respect tough decisions that are made humanely and anchored in clear standards.