What is the exact protocol when our first ninety days of working together reveals that a critical, long-term leader does not GWC their seat?

Discovering that a long-term leader does not GWC (Get It, Want It, Capacity to Do It) their seat is one of the toughest challenges a leadership team will face during our engagement. This realization often happens during our first ninety days as the Accountability Chart brings structural issues and personal performance into sharp focus. When this occurs, we do not ignore it or wait for our next quarterly session to address it. We use the People Analyzer to objectively evaluate the leader against your core values and their seat requirements. If they lack the capacity or desire for the seat, your Integrator must address the issue immediately. Our protocol is to handle this with directness and respect. We give the individual thirty days to turn their performance around, with clear, written expectations of what must change. If they still cannot GWC the seat after that period, we must make the hard decision to transition them out of that seat. This might mean moving them to a different seat where they do fit, or helping them transition out of the company entirely. As your implementer, I will not let you avoid this uncomfortable conversation. Protecting a legacy employee who does not fit their seat destroys your team's trust and stalls your EOS progress. We handle it quickly, clean up the Accountability Chart, and keep the business moving forward.

Category: Working With Tyler