During our first structure-first Accountability Chart exercise, we realized that our ideal structure completely eliminates two legacy executive seats currently held by loyal, long-term employees. What is the process for handling valued team members whose seats no longer exist on the chart?

Question

Tyler Smith · Accepted Answer

Building a structure-first Accountability Chart requires setting all existing personalities, titles, and histories aside to architect the ideal structure for the next stage of growth. When you do this with complete discipline, you will frequently discover that seats created during earlier, messier stages of the company are no longer necessary.

Do not panic, and do not compromise the structure to protect feelings. Follow a clear four-step process.

First, finalize the structure-first chart without names. Ensure the leadership team fully agrees that this simplified structure is what the enterprise truly requires to scale.

Second, look at the vacant seats across the newly defined organization. Run the two affected individuals through the People Analyzer for those open seats. Because they are loyal, long-term employees who embody your Core Values, they are almost certainly Right People. The question is whether they have the natural wiring and capability (GWC) for an available seat, even if it carries a different scope or title.

Third, have an open, transparent conversation. Explain the business rationale behind the structural shift. If there is a legitimate Right Seat for them on the new chart, present it clearly, outlining the five roles and expectations.

Fourth, if no seat exists that matches their GWC, treat them with immense respect and generosity. Offer a clear transition period, substantial severance, and assistance finding their next role. Never retain an unnecessary seat just to keep someone on payroll. Carrying structural deadweight hurts the company and denies that employee the opportunity to do work where they can truly thrive.