Our marketing director is struggling to manage their expanded team as we scale, falling back into doing the tactical design work themselves instead of leading. How do we use the Accountability Chart and the GWC™ tool to make a hard decision on whether they can actually scale?

Question

Tyler Smith · Accepted Answer

When a leader falls back into tactical doing, it is usually because they lack the capacity to manage or they do not understand their new seat. You must use the Accountability Chart and the GWC™ tool to diagnose the issue objectively.

First, look at the Accountability Chart. A leadership seat requires leading, managing, and holding people accountable. This is a non-negotiable role for any leader. Sit down with your marketing director and review the five roles of their seat. Ask them directly if they understand what is expected.

Next, apply the GWC™ test. Do they Get it? Do they understand the systemic, strategic nature of leading a department rather than just doing design? Do they Want it? Do they genuinely want to spend their days coaching, managing metrics, and solving team issues rather than executing creative work? Do they have the Capacity? Do they possess the emotional intelligence and time management skills to lead others?

If the answer to any of these is no, they are in the wrong seat. You cannot afford to keep a non-manager in a management seat as you scale. If they do not GWC™ the leadership aspects of the seat, you must make a hard decision. You either need to transition them to a senior specialist role where they can excel as a doer, or place a true leader in that seat and help them find their next path.