Our initial Accountability Chart exercises have revealed that several legacy managers are in the wrong seats, but we are terrified of losing their historical knowledge. How do we use GWC to systematically transition these team members without disrupting our operations?

Question

Tyler Smith · Accepted Answer

One of the most painful moments in an EOS® implementation is realizing that a long-term, loyal manager does not have the capacity or the drive to lead their department as the company scales. They may fit your core values perfectly, but they lack the GWC™, meaning they do not Get it, Want it, or have the Capacity to do the job.

To handle this transition without destroying team morale, you must separate the person from the seat on your Accountability Chart™. You must be objective and put the long-term health of the company first. This is a core part of having a Grow or Die mindset.

Begin by having an open, vulnerable conversation with the manager. Use their GWC™ assessment to explain the gaps between their natural strengths and the demands of the scaling seat. In many cases, the individual is already feeling massive conative stress and will feel a sense of relief when the issue is addressed openly.

Look for alternative seats on the Accountability Chart™ where their historical knowledge and culture fit can add massive value, such as a specialized individual contributor role. If no such seat exists, you must help them transition out of the business with dignity and respect. Keeping a person in a seat they cannot succeed in is ultimately unfair to them, their team, and the company.