We are reorganizing our Accountability Chart to prepare for growth, but we are arguing over who belongs in the new seats. How do we use objective behavioral data to design these job targets without relying on gut feel?

Question

Tyler Smith · Accepted Answer

When reorganizing your Accountability Chart, relying on gut feel to place people in new seats often leads to internal conflict and costly hiring mistakes. To build a scalable organization, you must use objective behavioral data to define what each seat actually requires for success.

Predictive Index assessments are an excellent tool for this task. Before you begin assigning names to seats, work with your leadership team to establish a clear behavioral job target for each key role. This target defines the natural drives, behavioral patterns, and cognitive abilities a person must possess to excel in that specific position.

Once the job targets are established, assess your current team members using behavioral and cognitive profiles. This objective data allows you to compare their natural wiring against the requirements of the seat. It removes personal bias and subjective opinions from the conversation, allowing you to clearly see if a candidate truly has the Capacity part of GWC™ for the role.

By aligning your team based on science rather than habit, you ensure that every key seat on your Accountability Chart is occupied by someone who is naturally wired to succeed in it, driving operational efficiency and preparing your company for a clean exit.