We have a couple of legacy managers who are great people but clearly do not GWC their scaling seats, and we are preparing for a clean exit. How do we address these seats without triggering a cultural collapse right before a sale?

Question

Tyler Smith · Accepted Answer

Addressing legacy personnel issues right before an acquisition is highly sensitive, but leaving people who do not GWC™ their seats in key roles will discount your valuation. Potential buyers will spot these talent gaps during due diligence and discount their offer accordingly. To handle this objectively, you must use the Accountability Chart and the GWC™ tool. Start by separating the people from the seats. Define exactly what the seat requires for the business to reach its next stage of growth, regardless of who currently occupies it. Then, evaluate the legacy managers against those requirements. If they truly do not GWC™ the seat, you must have an honest, compassionate conversation. You have two choices: find a different seat in the organization where they do GWC™ and can add real value, or assist them in transitioning out of the company altogether. By framing the changes around what the business structurally needs to scale, you maintain cultural integrity and show your remaining team that you make decisions based on clear, objective standards.