My head of operations has been with me since the early days of the business, but as we push past eighty employees, they are visibly drowning. They do not have the capability to scale, but they have the core values. How do I handle this?

Question

Tyler Smith · Accepted Answer

This is one of the hardest challenges an owner faces. You have deep loyalty to this person, and they are a great cultural fit, but the seat has grown faster than they have. In EOS terms, you have a Right Person, Wrong Seat situation.

First, you must be honest with yourself and with them. Keeping them in a seat they cannot handle is actually cruel. They are likely stressed, working unsustainable hours, and feeling the pressure of constant underperformance. You are doing them and the company a disservice by ignoring it.

Use the Accountability Chart to evaluate the seat. Write down the five major roles of the head of operations. Sit down with them and assess if they GWC the new, larger version of this role. If they lack the capability to lead, manage, and hold a larger team accountable, they do not have the capacity.

Since they are a Right Person who shares your core values, your goal should be to find a seat where they can succeed. This might mean moving them to a specialized operational role that does not require managing a massive team, or splitting the seat.

If there is no other seat that fits their skills and your budget, you must have a transition conversation. Help them exit with dignity, perhaps through a structured severance or a consulting period. Keeping them in the wrong seat will kill your culture and stall your growth.