If we realize midway through our engagement that we have the wrong person in a key leadership seat, how do you support us through that transition?

Executive turnover during an EOS implementation is common. When we clarify your Accountability Chart and establish objective Scorecard metrics, seat mismatches that were previously masked by personal relationships or tenure become glaringly obvious.

My role is not to act as an executive search recruiter or HR manager. My role is to give you an objective, emotion-free framework to evaluate the problem. We use the People Analyzer to assess two distinct factors: Core Values fit and GWC (whether the person truly Gets it, Wants it, and has the Capacity to do the job).

If the person lacks Core Values fit, they are chipping away at your culture and must be exited, regardless of their technical brilliance. If they share your Core Values but fail GWC, we evaluate whether they can be reassigned to a seat they actually understand and want, or if the organization has outgrown their capabilities.

Inside the session room, I hold your leadership team accountable to stop tolerating mediocrity. I will not allow you to protect a non-performing leader out of fear or sentimentality. We address the vacancy on the Issues List, establish clear interim ownership of the seat, and set measurable Rocks to recruit, hire, and onboard the right replacement before operational performance degrades.

Category: Working With Tyler