We have a core values fit who has been with us since day one, but as we build our exit-ready Accountability Chart, he simply does not GWC the newly elevated Operations seat. How do we address this Right Person, Wrong Seat call without ruining company morale or losing his institutional knowledge?

Question

Tyler Smith · Accepted Answer

This is one of the hardest calls a business owner has to make, especially when preparing for an exit. A long-tenured employee who fits your core values but cannot handle the complexity of an elevated seat is a classic Right Person, Wrong Seat situation.

Because they fit your culture, you want to keep them in the company, but you cannot allow sentimentality to compromise your Accountability Chart. If they do not GWC the newly elevated seat, you must move them out of it. Keeping them there will lead to operational friction, and it will raise major red flags during buyer due diligence.

Sit down with the employee and have an honest, direct conversation. Explain that the growth of the company has outpaced the capacity of the current seat. Look at your Accountability Chart to see if there is another seat where they fit and can truly thrive.

If a suitable seat exists, transition them with clear expectations. If no such seat exists, you must make the tough decision to let them go. Keeping someone in a seat they cannot master is unfair to them and dangerous for your business.