We have a loyal, long-term manager who fits our core values perfectly but is clearly drowning in their current leadership seat. We want to move them to a newly created lower-level seat, but we are worried this will signal failure to the rest of the team and hurt morale. How do we handle this transition?

Question

Tyler Smith · Accepted Answer

Keeping someone in a seat they do not GWC is the real threat to morale. Your team already knows this manager is drowning, and by leaving them there, you are showing that performance does not matter. To handle this right-person-wrong-seat transition, you must act with clarity and compassion. Start by having an honest, open conversation with the manager. Explain that as the business has scaled, the requirements of their current seat have grown beyond their current capacity. Frame the move to the new seat not as a demotion, but as an alignment with their true strengths. Often, drowning managers feel immense stress and are secretly relieved to step out of a seat that is too big for them. Clearly define the roles of the new seat and ensure they fully GWC it. When communicating the change to the wider team, focus on the growth of the company and the need for specialized roles. Explain that this transition allows the manager to focus their unique talents where they can make the biggest impact. By putting the right person in the right seat, you restore accountability, relieve their stress, and show the team that you manage the business with both high standards and deep care.