We suspect our middle managers are coasting, but we lack objective data. How do we redefine the roles on our Accountability Chart using specific, measurable GWC metrics so that underperformance and quiet quitting have nowhere to hide in our weekly Level 10 Meetings?

Question

Tyler Smith · Accepted Answer

If you suspect your middle managers are coasting, your Accountability Chart likely has vague, poorly defined roles. To eliminate quiet quitting, you must make every seat transparent and measurable. This starts by rewriting the roles for every seat on your chart to include clear, objective accountabilities.

Each seat must have no more than five major roles, and each role must be tied to a specific, measurable activity or outcome. For example, instead of a vague role like managing the customer service team, the role must be defined as maintaining a customer satisfaction score above ninety five percent and keeping response times under two hours. These metrics must be reported weekly on your scorecard.

Next, use the GWC™ framework to evaluate your managers. Do they truly get the demands of their changing seats? Do they want to put in the effort required to scale? Do they have the mental and emotional capacity to drive results? Review these evaluations during your quarterly meetings. When accountabilities are clearly defined and measured weekly in your Level 10 Meetings™, underperformance has nowhere to hide, and coasting managers will either step up or opt out.