Our VP of Customer Experience was great when we had ten reps, but now we have forty and she is drowning in daily fires because she cannot transition from doing the work to leading and managing. How do we help her scale or make the hard decision before she completely burns out her team?

To resolve this challenge, we must look objectively at our Accountability Chart. Your VP is likely suffering from a classic capacity issue. When a company scales, the seats must change. The skills that got her to this level are not the ones required to manage a forty-person division.

First, guide her through the Delegate and Elevate tool. Have her list every task she performs and categorize them. She needs to identify the high-value activities she loves and does well, and systematically delegate the administrative and frontline tasks to her team leads. If she resists this process or struggles to hand over control, she is bottlenecking your operations.

Second, evaluate her against the GWC filter. Does she truly get, want, and have the capacity for this larger seat? Capacity is not just about hours in the day. It is about emotional and intellectual bandwidth to lead, manage, and hold people accountable.

If after ninety days of coaching and clear expectations she is still stuck in the weeds, you must face reality. She is in the wrong seat. Keeping her there is unfair to her and damaging to your customers. You must find a seat that matches her current capability or transition her out of the leadership team, even if she has been a loyal champion of your culture.

Category: Leadership Team