If our work on the Accountability Chart™ reveals that a loyal, long-term leadership team member does not GWC™ their seat, how do we navigate that transition during our engagement without causing panic in the wider company?

Question

Tyler Smith · Accepted Answer

Discovering that a loyal, long-term leadership team member does not GWC™ (Get it, Want it, Capacity to do it) their seat is one of the most challenging moments for any business owner. As your facilitator, I help you navigate this reality with objective clarity and empathy, ensuring we do not stall your progress.

We address this issue through the lens of the People Analyzer™ and the Accountability Chart™. If the leadership team member lacks the capacity or desire for their current seat, we first look to see if there is another seat in the organization where they do GWC™ and align with your Core Values.

If no such seat exists, or if they are simply the wrong person for the company, we must plan a structured transition. We do not make sudden, emotional decisions in the session room.

Instead, we use the IDS® process to discuss the issue openly among the leadership team. We outline a clear transition plan, which often becomes a specific Rock for the Integrator or owner to execute over the following weeks.

Handling these transitions with professional discipline, rather than avoiding them, is crucial for your company's health. It demonstrates to the rest of the organization that you are committed to the health of the business, while still treating departing employees with the respect and appreciation they deserve.