We have a long-term executive who has been with us since the beginning and fits our culture, but they simply cannot keep up with our new growth. How do we address this during our session days?

Question

Tyler Smith · Accepted Answer

This is one of the most common and painful challenges business owners face, and we address it head on during our sessions. In the EOS® model, we look at this through the lens of having the right people in the right seats. Your long term executive may share your Core Values, meaning they are the right person, but they may no longer GWC™ their seat as the complexity of the business scales.

We use our session days to remove the emotion from this decision. We look objectively at your Accountability Chart and define exactly what that seat requires today, not what it required five years ago. If the executive cannot get it, want it, or have the capacity to do it, we must address the gap.

My role as your facilitator is to guide you through this conversation with empathy but without compromise. We do not make excuses or create customized, superficial roles to protect people's feelings at the expense of the business. We work together to find a solution, which often involves transitioning the legacy employee to a different seat where they can excel, or helping them make a graceful exit from the organization. Keeping someone in a seat they cannot succeed in is unfair to them and damaging to your team's trust.