One of our early minority partners sits on the leadership team but clearly does not have the capacity or skills for our elevated VP of Sales seat as we scale toward a clean exit. How do we handle this right-person-wrong-seat situation without destroying a long-term partnership or violating our shared trust?

Question

Tyler Smith · Accepted Answer

Handling a right-person-wrong-seat situation with a legacy minority partner requires radical candor, vulnerability, and a focus on the health of the business. Because they are a core values fit, they are the right person, but they are simply in the wrong seat.

Start by separating their ownership status from their operational seat on the Accountability Chart. As an owner, they want the business to grow and eventually achieve a clean, high-value exit. As a leadership team member, however, they must objectively evaluate whether they are the best person to lead the sales department to that destination.

Schedule a private meeting to discuss their GWC. Be direct and compassionate. Show them the Accountability Chart and walk through the five roles of the VP of Sales seat. Ask them to self-evaluate. Often, legacy partners are secretly relieved when their operational shortcomings are brought into the open, as they are usually feeling the stress of being overwhelmed.

Work together to find a safe landing. This might mean transitioning them to a specialist seat, such as a major account manager, where their historical knowledge and relationships add massive value without the burden of leadership and management. By keeping them in a seat they GWC, you protect the culture, preserve the partnership, and build a scalable structure that buyers will value.