We have a senior leadership team member who has mentally transitioned out of daily execution but still sits in an executive seat, offering high-level commentary without taking ownership of any actual Rocks. The rest of the team is growing resentful of this passenger. How do we use the Accountability Chart and LMA to address this passive participation?

Question

Tyler Smith · Accepted Answer

A passenger on the leadership team is a major threat to company culture. When other executives see someone drawing a high salary while avoiding accountability, trust quickly erodes. You must address this passive participation immediately before it destroys team morale.

Use your Accountability Chart to evaluate their seat. Every seat on the chart requires active execution, not just high-level advisory. They must lead, manage, and hold their team accountable. If they are no longer actively running their department, they are failing their LMA responsibilities.

Apply the GWC test. They may Get the role and have the Capacity, but do they still Want it? Wanting the seat means being willing to do the hard, daily work of hitting Rocks, running Level 10 Meetings, and driving results. If they only want to offer advice, they no longer want the seat.

Have a direct, honest conversation. Explain that the company needs active leaders, not passive commentators. If they wish to transition out of daily operations, you can explore moving them to a non-operational advisory or board seat, provided that seat actually exists and adds value. If not, they must step down so you can hire a leader who is fully committed to execution.