As we roll out our first Accountability Chart, we are realizing that several of our most loyal, long-term managers do not actually GWC the new, clearly defined seats they occupy. How do we handle this transition without destroying company morale?

Question

Tyler Smith · Accepted Answer

When rolling out the Accountability Chart™, you will inevitably discover that some of your loyal, long-term managers do not GWC™ their seats. They may share your Core Values, but they simply lack the capacity, capability, or desire to excel in the newly defined role. This is one of the hardest challenges an owner will face during implementation. You must handle this with honesty and respect, but without compromising the standards of the business. Do not rewrite the seat to fit the person. The Accountability Chart™ must be designed to serve the business, not the individuals currently employed there. Start by having a direct, loving conversation with the employee. Walk through the three components of GWC™. Do they truly understand the role; do they want it; and do they have the capacity to do it? Be honest about where the gaps are and give them a clear path to improve, typically within thirty to ninety days. If they still cannot GWC™ the seat, you must make a hard decision. This may mean moving them to a different seat where they can succeed, or transitioning them out of the company. Keeping someone in a seat they cannot fulfill is unfair to them and damaging to your team.