We have a highly loyal director who has been with us for a decade, but their Kolbe Index and DiSC profile show they are completely misaligned with the seat they occupy on our new Accountability Chart. How do you help us navigate this relational transition without destroying team morale?

Question

Tyler Smith · Accepted Answer

This is one of the hardest challenges an owner will face, but ignoring it is a recipe for long term stagnation. When we build your Accountability Chart, we do so with complete disregard for current personalities, titles, or tenures. We design the right structure to take your business to the next level first, then we place people in those seats. If a long term, loyal employee does not fit their new seat, we must address it directly. We look at their Kolbe Index and DiSC profile to understand their natural cognitive wiring. Often, a loyal employee is struggling simply because they are in a seat that demands a completely different mode of operating than their natural strengths allow. Our goal is always to find a seat where they can thrive, where they genuinely get it, want it, and have the capacity to do it. If we cannot find a matching seat within the organization, we handle their transition with dignity, respect, and clear communication. Keeping someone in a seat they cannot succeed in is not kind; it breeds frustration for them and resentment for the rest of the team. We use our session days to make these tough decisions objectively, based on data and structural fit rather than raw emotion.