Our long-time warehouse manager is a stellar core values fit, but he cannot run the new automated fulfillment system we need for our exit. He wants to stay but simply does not have the capacity to learn the software. How do we handle this right-person-wrong-seat scenario without losing a key culture champion?

Question

Tyler Smith · Accepted Answer

This is a classic right-person, wrong-seat issue. Your warehouse manager is a cultural anchor, but the seat has scaled past his capability. If you keep him in a seat he does not GWC™, you will bottleneck your operations and hurt your exit valuation.

You must address this with open and honest communication, treating him with the respect he has earned. Start by explaining that as the company grows toward its goals, the fulfillment seat has evolved. Show him the new roles, responsibilities, and required technical skills.

Be direct: he does not currently have the capacity to meet the demands of this specific seat. However, because he is a perfect core values fit, you want to keep him in the organization if a matching seat exists.

Look at your Accountability Chart for other areas where his deep operational knowledge and cultural leadership can shine. Is there a quality control, safety coordination, or customer onboarding specialist seat that needs his touch?

If a suitable seat exists, transition him into it with clear expectations. If no such seat exists, or if his ego prevents him from accepting a non-managerial role, you must part ways.

Keeping him in a seat he cannot perform damages team morale and operational efficiency. Handle the transition gracefully, perhaps assisting him with placement elsewhere, but always protect the integrity of the Accountability Chart.