One of our key leadership team members has started an outside real estate side hustle. He claims it does not affect his day job and that he still GWC™s his seat completely, but we feel his focus is fractured. How do we address this on our Accountability Chart and V/TO®?

Question

Tyler Smith · Accepted Answer

When a leadership team member starts an outside business, it directly impacts their capacity to lead. The Capacity component of GWC™ is not just about physical hours. It is about emotional bandwidth, mental focus, and creative energy.

To address this, the Integrator must have an open and honest conversation with the leader, grounded in your Core Values and company Charter. Use your Scorecard and Rock completion rates as objective metrics.

Ask the hard questions. Is this leader fully present during your weekly Level 10 Meetings™? Are they hitting their measurables? Are their quarterly Rocks getting pushed off or completed at the last minute?

Even if their metrics look acceptable on paper, look at their leadership impact. A leadership team member must live and breathe your Core Focus. If their mind is split between your company and their side hustle, they are not setting a healthy example for the rest of the team.

Be direct. Explain that running a high-growth company, especially one preparing for an exit, requires total commitment. If they cannot give one hundred percent of their focus to their seat, they no longer GWC™ the seat. You must then give them a choice: commit fully to their seat on your Accountability Chart, or transition out of the company so you can backfill the seat with someone who is fully invested.