We have a leadership team member who perfectly gets and wants their seat, but their capacity is capped because they lack the technical capability to manage an automated department. How do we handle this GWC™ gap without ruining their morale?

Question

Tyler Smith · Accepted Answer

When a loyal leader gets and wants their seat, but lacks the capacity to run an automated, tech-driven department, you must handle the situation with radical honesty and respect. Capacity is not just about time; it is also about mental capability, emotional intelligence, and technical skill. As your company scales toward an exit and implements automated workflows, the demands of the seat will change. You must evaluate whether this leader can be trained to bridge the technical gap within a reasonable timeframe. If the answer is no, you are doing both the individual and the business a disservice by keeping them in a seat where they are destined to fail. Have an open and honest conversation, referencing your Core Values of being Humbly-Confident and putting the company first. Explain that the seat has grown beyond their current capacity, and you need to restructure the department to ensure operational efficiency. Explore other areas on your Accountability Chart where their deep experience and alignment with your culture can be utilized. They might be an excellent fit for a specialized role that does not require managing complex systems or large teams. By handling this transition gracefully, you protect company morale while ensuring you have the right people in the right seats to drive your exit strategy.