If we discover during our EOS® journey that a long-term executive simply does not have the GWC™ for their seat on the Accountability Chart, how do you guide us through that highly emotional termination process during our session days?

Question

Tyler Smith · Accepted Answer

One of the hardest realities of scaling a business is realizing that the people who got you to this point may not be the ones who can take you to the next level. When a long-term, loyal executive does not get, want, or have the capacity to do their job, it creates immense emotional strain for the owner.

During our session days, we handle this challenge with absolute objectivity. We use the People Analyzer™ to evaluate the individual against your core values and their seat on the Accountability Chart. This removes the emotion and focuses purely on whether they are the right person in the right seat.

If we confirm there is a mismatch, my role is to help you face this reality head-on. We use the IDS® process to discuss the situation honestly. I will guide your leadership team to develop a clear, respectful plan of action. We do not tolerate dragging our feet, as keeping the wrong person in a seat damages team morale and stalls your growth.

We will outline a compassionate path forward, whether that means transitioning them to a different seat where they can succeed, or executing a clean, respectful exit from the company.

My recommendation is to prioritize the health of the organization over individual comfort. We will design a step-by-step transition plan during our quarterly session, ensuring you handle the change with dignity while keeping your business moving forward.