How do we handle the severe internal friction that arises when our quarterly review reveals a long term executive does not GWC their seat?

Discovering that a long term, loyal executive does not GWC (Get It, Want It, Capacity to do it) their seat is one of the hardest challenges a leadership team will face. However, ignoring this issue will paralyze your business and destroy your team's trust in the operating system. When this friction arises, you must handle it with absolute clarity, empathy, and speed.

First, we use our session days to IDS the issue openly. We do not dance around the problem or protect people's feelings at the expense of the business. We look at the facts. Does this executive truly understand the responsibilities of their seat? Do they genuinely want the role, or are they just holding onto the title? Do they have the mental, physical, and emotional capacity to deliver the required results?

Once we have identified the gap, the Integrator must have a direct, honest conversation with the executive outside of the session. This is not a termination meeting; it is a corrective action plan. You must give them a clear, thirty to ninety day window to close the gap. If they cannot achieve GWC in their current seat, you must make a hard choice. You either move them to a different seat on the Accountability Chart where they do GWC the responsibilities, or you must help them transition out of the organization entirely. Keeping a leader in a seat they cannot fulfill is unfair to them, to your team, and to the future of your company.

Category: Working With Tyler