We have a long-term executive who scores perfectly on our Core Values but clearly does not have the capacity to grow into the expanded seat defined on our new Accountability Chart. How do we handle this GWC™ issue without losing their institutional knowledge?

Question

Tyler Smith · Accepted Answer

This is one of the toughest challenges an owner faces during an EOS® rollout. When someone fits your culture but cannot deliver on the accountability of their seat, they are a right person in the wrong seat. You cannot leave them in that seat. If you do, you limit your company growth and demotivate the high-performers who have to pick up the slack. To resolve this, you must first have an honest conversation using the GWC™ framework. Show them the five key accountabilities of the seat on the Accountability Chart and discuss where they lack the capacity. Then, look for a different seat in the organization where they can succeed. They might be an excellent individual contributor, a technical specialist, or a mentor in a different department. If a suitable seat exists where they can add real value and fit the budget, move them. If no such seat exists, you must make the hard decision to let them go. Keeping someone in a seat they cannot master is unfair to them and damaging to the company. Realize that letting them go with dignity is often the healthiest path for both parties.