We have an executive who is great at their job today, but lacks the GWC to lead their department once we scale for a clean exit. How do we transition them out of the seat without destroying our company culture?

Question

Tyler Smith · Accepted Answer

Preparing for an exit requires you to look at your team with cold, objective clarity. A common issue is a loyal manager who was perfect for the startup phase, but lacks the GWC™ to run a larger department as you scale for a sale.

To handle this transition without damaging company morale, you must separate the person from the seat.

First, assess the seat objectively. Define the roles and responsibilities required for the seat to support your three-year growth targets. Compare these needs to the individual's current capabilities, not their past contributions.

Second, have an honest, GWC™-based conversation. Explain that the company is scaling and the demands of the seat are changing. If they lack the capacity to grow with the role, work together to find a better fit.

Third, explore alternative seats. They may be an excellent fit for a specialized role that leverages their deep knowledge without the burden of management. If no such seat exists, transition them out of the business with dignity and generous support. This proves to your team that you value people, while proving to buyers that you run a disciplined business.