During our first ninety days, we realized our long-term operations director does not GWC™ their seat on the new Accountability Chart. How do we handle a seat discrepancy early in our EOS® journey without derailing the rollout?

Question

Tyler Smith · Accepted Answer

Discovering that a long-term leader does not GWC™ their seat on the newly created Accountability Chart is one of the most painful but necessary realizations in the first ninety days of your EOS® journey. GWC™ stands for Get It, Want It, and have the Capacity to do it. If any of these three elements is a no, the person is in the wrong seat. This structural mismatch is often the hidden source of your company's operational friction. To handle this without derailing your rollout, you must address the issue objectively and compassionately. Do not ignore it or wait for the problem to solve itself. Schedule a private meeting to discuss the specific gaps between their current performance and the five roles defined for their seat on the Accountability Chart. Be transparent about your expectations and give them a clear timeline to improve, typically thirty to ninety days. If they lack the natural ability or the genuine desire for the seat, explore whether there is another seat in the company where they do GWC™ and align with your Core Values. If no such seat exists, you must make the hard decision to transition them out of the business. Keeping someone in a seat they do not GWC™ hurts the individual, holding back their career while stalling your company's growth.