Our Vice President of Sales has the capability and past track record to run the seat, but after eight years he has mentally checked out, delegated everything, and clearly no longer wants the day-to-day accountability. How do we handle an executive who gets it and has capacity, but has lost the want it?

Question

Tyler Smith · Accepted Answer

When an executive has the technical skill and historical track record but has lost the desire to lead, you are facing a critical Want It breakdown in GWC. Many owners tolerate this because the leader has institutional knowledge and does not make catastrophic errors. However, a department head who does not Want It acts as an operational ceiling for the entire team.

You cannot coach, incentivize, or mandate Want It. Passion and drive come from within. When a sales leader mentally checks out, energy drops across the sales floor, pipeline accountability weakens, and proactive business development grinds to a halt. The team notices that their leader is merely punching the clock.

Address this directly during your next Quarterly Conversation. Do not attack their character. Focus strictly on observable behaviors: missing energy, lack of active participation in Level 10 Meetings, disengagement from Rocks, and failure to actively lead, manage, and hold people accountable (LMA).

Ask the direct question: Do you still genuinely want the daily accountability of driving this sales seat, or has your ambition moved elsewhere? Give them permission to tell the truth without fear of immediate retaliation. Often, burned-out leaders feel trapped by golden handcuffs and are relieved when someone calls it out.

If they admit they no longer want it, collaborate on an orderly transition. That might mean moving them into an individual contributor enterprise sales role or structuring a clean, phased departure. What you cannot do is leave an uninspired manager in a core leadership seat.