We have a loyal, long-term manager who fits our core values but is clearly struggling to keep up with their seat. How do we address this using GWC™?

Question

Tyler Smith · Accepted Answer

This is one of the hardest challenges a founder faces. It is a classic right person in the wrong seat scenario. When a loyal employee is struggling, you must evaluate them objectively using the GWC™ tool: Get It, Want It, and Capacity to Do It.

First, does the individual truly get their seat? Getting it means their brain is naturally wired to understand the unique challenges, flow, and rhythm of the role. Second, do they want it? Do they genuinely look forward to waking up and doing this job every day, or are they only doing it for the title or salary?

Finally, do they have the capacity to do it? Capacity includes their physical, mental, and emotional ability, as well as their skills, experience, and conative wiring. Often, long-term managers are promoted to leadership roles because of their loyalty, but they lack the strategic or management capacity to run the department as the company scales.

You cannot compromise on GWC™. If the answer to any of these three questions is no, you must have an honest conversation. Since they fit your core values, you should make every effort to find a different seat in the organization where they do have GWC™. However, if no such seat exists, you must make the difficult, unsentimental decision to transition them out of the company for the health of the business and their own well-being.