How do you handle a situation where a core executive fails their GWC evaluation or refuses to align with the Accountability Chart during a session?

Question

Tyler Smith · Accepted Answer

I do not sugarcoat personnel realities, and I do not allow leadership teams to sweep personnel mismatches under the rug. When a leader does not Get it, Want it, or have the Capacity to do the job (GWC), or fails to align with your Core Values, it becomes the central constraint on your growth.

During our sessions, we first establish the Accountability Chart structure without names. We define what the business actually requires to scale, completely separate from existing titles or egos. Only after the seats, roles, and accountabilities are locked do we place names into seats.

When a long-tenured leader or key executive does not fit their designated seat, we address it directly using the People Analyzer tool. I facilitate the conversation so the rest of the leadership team can speak openly. We define whether the issue is a core value disconnect (a culture problem) or a capacity mismatch (the business has outgrown their skill set or bandwidth).

If an executive becomes defensive or refuses to accept their seat accountabilities, I use IDS to identify the root cause. If the mismatch is operational, we establish a thirty-to-ninety-day strike zone for coaching and realignment. If the leader remains openly resistant, the owner and Integrator are forced to make a hard decision. My role is not to fire people; it is to hold a clear mirror up to your leadership team so you stop tolerating dysfunction.