If we realize during our first nine months of working with you that a long-time executive does not have the GWC to sit in their seat on the Accountability Chart, how do you help us manage that transition without disrupting our quarterly execution?

Question

Tyler Smith · Accepted Answer

Discovering that a key leadership team member does not fit their seat, or lacks the GWC™ for their role, is one of the most common challenges we face during the first year of our engagement. It is a painful realization, especially with long-time loyal employees, but delaying the decision only harms the business. During our quarterly sessions, we use our Accountability Chart and the People Analyzer™ to evaluate these situations with absolute objectivity, removing the emotion from the equation. I do not make the decision for you, but I do facilitate the tough conversations that your team might be avoiding. Once we identify a personnel gap, we handle it as a critical business issue. We run it through our IDS® process to determine the best path forward, whether that means coaching, moving them to a different seat, or transitioning them out of the organization. We then create a specific, transition-focused Rock for the upcoming quarter to manage the shift. This ensures your team is aligned on how to cover the operational responsibilities, how to communicate the change to the rest of the company, and how to recruit a replacement. By addressing these people issues head-on during our sessions, we turn a potentially disruptive event into a structured, professional transition that keeps your quarterly execution on track.