We have a highly valued, long-term manager who GWCs her current seat, but we are restructuring our Accountability Chart to prep for an exit and her seat is being combined with another. She does not GWC the combined seat. What is our play to protect both the business and our relationship?

Question

Tyler Smith · Accepted Answer

When preparing for an exit, you must design the structure that is best for the business, even when it leads to hard people decisions. Combining seats to streamline operations is correct, but handling a loyal employee who does not GWC the new seat requires absolute clarity and care.

First, do not compromise the structure. Do not split the seat back up or weaken the role definitions just to keep her comfortable. That hurts the company's valuation and operational efficiency.

Second, sit down with her and have a direct, honest conversation. Use the GWC tool to explain the changes in the seat. Be transparent about why the new combined seat requires skills or capacity that do not align with her strengths.

Third, look for other open seats on the updated Accountability Chart where she is a perfect fit. Because she is a great culture fit, you want to keep her in the organization if a suitable seat exists.

If no such seat is available, you must help her make a clean transition out of the business. Keeping someone in a seat they do not GWC is unfair to them and damaging to your team's performance.