We have a long-serving executive who completely aligns with our Core Values but lacks the GWC for their seat as our operations scale. How do we handle this specific gap without destroying company culture or morale?

Question

Tyler Smith · Accepted Answer

Having a great person in the wrong seat is one of the hardest challenges a business owner faces, but keeping them there is a disservice to both the individual and the organization.

When a loyal employee does not GWC their scaled-up seat, you must address the gap objectively. First, use the Accountability Chart to define the exact requirements of the seat. Be honest about whether they truly Get it, Want it, and have the Capacity to do it at your current scale. If they do not, you have a People Analyzer issue.

Because they match your Core Values, you want to keep them in the company if possible. Your first step is to look for another seat on the Accountability Chart where they do have the GWC. This could mean a step back in authority or a lateral move into a specialized role.

When you have this conversation, be vulnerably honest. Explain that the seat has outgrown their current capacity and that you want to position them where they can succeed and thrive. If no such seat exists, or if they refuse to accept a different role, you must transition them out of the company.

Morale is damaged far more by leaving an incompetent leader in place than by conducting a respectful, values-driven transition.