We have several loyal, long-term managers who we suspect are no longer the right fit for our scaling business. If our leadership team disagrees during a session about who GWC™s a seat, how do you facilitate that discussion?

Question

Tyler Smith · Accepted Answer

Disagreements about people are the most emotionally charged moments in any session day. When your leadership team is split on whether a manager GWCs, meaning they get it, want it, and have the capacity to do it, we remove personal bias by returning to our objective frameworks. We evaluate the seat using your core values and the specific roles on your Accountability Chart.

I will facilitate this discussion by forcing the team to look at hard, observable behaviors rather than historical loyalty or personal friendships. We will use tools like StrengthsFinder and the Kolbe A Index to analyze whether the individual's natural talents and conative strengths actually align with the cognitive demands of the seat.

If the data shows a clear misalignment, we do not ignore it to keep the peace. We discuss the gap openly. My job is to guide you to a clear, objective decision during the session, rather than letting the issue linger and drag down your team's performance. We will build a concrete plan to transition that individual to a seat they actually GWC, or help them exit the organization with dignity.