My business partner sits in the VP of Marketing seat, but they are consistently missing their key deliverables and refusing to run their Level 10 Meetings properly. How do we address this RPRS issue when the seat holder is also a co-owner?

Question

Tyler Smith · Accepted Answer

Managing a business partner who is underperforming in an operational seat is one of the hardest challenges an owner can face, but the rules of the Accountability Chart apply to everyone equally. You must separate your partner's role as an owner from their role as an employee holding a specific seat. In their capacity as an owner, they have a right to dividends and a say in major board-level decisions. In their capacity as the VP of Marketing, however, they are an employee who reports directly to the Integrator and must be held accountable to their measurables, Rocks, and Level 10 Meetings™. The Integrator must have the authority to manage this performance issue directly. Schedule a private meeting to address the GWC™ issues with their seat. Use specific data, not emotions, to show where they are falling short on their deliverables and process execution. Frame the conversation around the health of the business and the commitment to the V/TO®. If they cannot or will not meet the expectations of the seat, they must step down from that operational role. They can remain a passive owner and board member, but they can no longer hold a leadership seat that they are failing to execute. Letting an underperforming partner slide destroys company-wide morale and invalidates the entire EOS® structure for the rest of your team.