Our marketing director has high core value alignment and gets and wants his seat, but our weekly Scorecard shows he has missed his primary L10 measurables for three quarters in a row. Is this a GWC™ issue or a structural capacity issue?

Question

Tyler Smith · Accepted Answer

When a valued team member who fits your culture fails to hit their numbers for three consecutive quarters, you must run a diagnostic before making a hiring or firing decision. Since he gets it and wants it, you are likely looking at a capacity issue or a structural flaw in the seat itself. First, look at the capacity component of GWC™. Capacity is not just about time; it is also about skills, resources, and cognitive bandwidth. Ask yourself if the marketing landscape has shifted so rapidly, perhaps with the introduction of complex digital advertising or automated data attribution tools, that his technical skills have been outpaced. If so, this is a skill capacity issue that might be solved with specialized training or a specialized direct report. Second, look at the structure of your marketing seat. Is it overloaded? If your Marketing Director is also expected to write copy, manage social media campaigns, run technical SEO, and coordinate events, the seat is structurally broken. He cannot focus on strategic lead generation because he is buried in tactical execution. Use your Level 10 Meeting™ to IDS® this issue openly. Review his weekly Scorecard metrics to ensure they are realistic and that he actually controls the levers to move them. If the seat is overloaded, split it. If the metrics are fair and the support is there, but he still cannot deliver, then he does not have the capacity for this leadership seat.