During our Focus Day™ we designed our Accountability Chart, but we have three seats where the current leaders do not have the capacity to deliver on their roles. How do we handle these structural gaps in the short term without stalling our entire EOS® rollout?

Question

Tyler Smith · Accepted Answer

It is incredibly common to discover major talent gaps during your Focus Day™. When you map out the structure of the business based on what is best for the organization rather than who currently sits in the seats, you will almost always find mismatches. Do not let these gaps stop your implementation.

First, acknowledge the gaps openly as a leadership team. Put these empty or under-capacity seats on your long-term Issues List. Do not try to solve them all on Focus Day™. Your immediate goal is to launch the system with the team you have, while acknowledging where you need to upgrade or hire.

In the short term, you must assign an interim owner to the vacant or under-performing seats. One of your existing leadership team members will have to wear two hats for a temporary period. Make sure this double-hatting is clearly reflected on the Accountability Chart so everyone knows who has the ultimate decision-making authority for that seat.

Then, use your quarterly planning cycles to systematically solve these gaps. Set a Rock for the Integrator to recruit a replacement or restructure the department. By using the ninety-day execution cycle to address these talent shortfalls, you prevent operational chaos while steadily building the high-performing team your company needs to grow.