We have run our Head of Operations through GWC™ and they clearly do not have the capacity to manage our new, larger structure. Since they are a perfect core values match, how do we actually execute the transition or exit conversation without destroying team morale?

Question

Tyler Smith · Accepted Answer

When a long-term leader who matches your core values can no longer handle the complexity of their seat, you cannot ignore it. Doing so hurts the business and is unfair to the individual who is likely drowning. Because they are a valued team member, your goal is to find a solution that respects their loyalty while protecting the company. First, complete a formal GWC™ evaluation. If they get it and want it but simply lack the capacity to scale to the next level, you must have an open and honest conversation. Do not blindside them. Frame the discussion around the evolution of the Accountability Chart, not their personal failure. Explain that the seat has grown larger than one person can manage. Explore whether there is a different, more specialized seat in the company where they can thrive and add massive value without the pressure of managing a massive department. If such a seat exists and they GWC™ it, transition them immediately. If no such seat exists, or if they refuse to step down from a leadership role, you must transition them out of the company. Handled with love and respect, this exit should focus on helping them find a role elsewhere that matches their current capabilities.