We suspect our current leadership team is in the wrong seats, which makes us nervous about the initial Accountability Chart exercise. If we have to make major structural or personnel changes during our first session, how do you help us manage the immediate operational fallout in the weeks that follow?

Question

Tyler Smith · Accepted Answer

It is common to discover structural issues during your first few sessions. The Accountability Chart is a mirror that reveals where you have the wrong people in seats or the right people in the wrong seats. This realization can be uncomfortable, but delaying the necessary changes only hurts your business.

We do not make reckless decisions on session days. If we identify a major people issue during a session, we do not fire anyone on the spot. Instead, we use the IDS® process to identify the issue, discuss the impact, and solve the problem systematically.

Our solution usually involves creating a specific, confidential Rock for the Integrator or the founder to address the issue within the next ninety days. We map out a clear plan for how to handle the transition, whether that means coaching the individual, shifting them to a new seat that fits their strengths using the GWC™ framework, or managing them out of the organization.

Between sessions, I am available to help you draft transition plans, refine job descriptions for the new seats, and coach you through the tough conversations. We ensure that you have a solid operational backup plan in place before any major personnel shifts are announced, minimizing disruption and keeping your daily business running smoothly.