If we realize during our Accountability Chart exercise that a long-term executive does not fit their seat or lacks the ability to get it, want it, or have the capacity to do it, how do we handle this transition?

Question

Tyler Smith · Accepted Answer

Discovering that a valued, long-term employee does not fit their seat is a difficult but common realization during the EOS® process. When this happens, we must address the issue objectively and compassionately. We use the People Analyzer™ to evaluate the individual against your Core Values and the three elements of GWC™: do they get it, do they want it, and do they have the capacity to do the job.

If they share your Core Values but do not GWC™ their current seat, we first look to see if there is another seat on the Accountability Chart where they can thrive. If a suitable seat exists and they GWC™ that role, we plan a transition.

If there is no matching seat, or if they do not align with your Core Values, you must make the hard decision to transition them out of the company. Retaining someone in a seat they cannot perform hurts both the business and the individual.

We do not make rash moves during the session. We use the Issues List to identify the gap, and then we set a clear, time-bound action plan for the Integrator to have an honest conversation with the employee. This structured approach ensures the transition is handled professionally, preserving company culture while protecting operational performance.