As we run EOS® more deeply, we are realizing that a long-term leader who was instrumental in our early growth no longer fits the GWC™ criteria for their current seat on the Accountability Chart™. How do we handle this transition without damaging our culture?

Question

Tyler Smith · Accepted Answer

Handling a legacy leader who no longer fits their seat is one of the hardest tests of leadership, but allowing them to remain in a role they cannot fulfill will slowly cripple your business. You must address this discrepancy directly, using your Core Values and the GWC™ filter as your guide.

First, separate the person from the seat. Ask yourself if this individual is a right person who fits your Core Values, but is simply in the wrong seat. If they share your values and are highly respected, look at the Accountability Chart™ to see if there is another seat where they can excel and where they truly GWC™ the responsibilities.

If no such seat exists, or if they do not want to transition, you must have an honest, compassionate, and direct conversation. Explain that as the company has grown, the requirements of the seat have evolved past their current capacity.

Do not drag this process out. Keeping a leader in a seat they cannot succeed in is unfair to them and damaging to the rest of the team. Handle the transition with dignity, offer a fair exit package, and focus on placing the right person in that seat to ensure the company can continue to scale.