As we implement the Accountability Chart and define GWC, we expect to find that some legacy leaders do not fit the future needs of the organization. How do you guide us through these highly sensitive personnel decisions during our quarterlies?

Question

Tyler Smith · Accepted Answer

As we implement the Accountability Chart®, it is common to discover that legacy leaders who helped you build the business no longer fit the future needs of the organization. This is one of the most painful and sensitive aspects of growth. During our session days, we remove the emotion from these situations by using objective EOS® tools.

We evaluate every team member using the People Analyzer™, checking if they live your Core Values and if they GWC™ (Get It, Want It, Capacity to Do It) their seat on the Accountability Chart®. If a leader fails either test, we do not ignore it or make excuses based on past loyalty. We address the issue directly.

I will guide your leadership team through the process of having honest, respectful, and clear conversations with these individuals. We establish a structured timeline for them to correct their behavior or improve their performance, typically thirty to ninety days.

If they cannot achieve alignment, we make the hard, necessary decision to transition them out of that seat. My role is to ensure your team maintains the discipline to do the right thing for the business, helping you manage these transitions with dignity and clarity rather than letting them drag down your momentum.