We are shifting our business focus from custom project-based work to a recurring retainer model, which requires restructuring our entire client services team. We want to avoid laying anyone off, but we need to move several team members into completely new service seats on our Accountability Chart. How do we execute this transition smoothly?

Question

Tyler Smith · Accepted Answer

A major pivot in your business model always requires a rebuild of your Accountability Chart. You cannot force old seats to do new tricks. First, design the new structure required to support the retainer model, completely ignoring your current team's names. Once you have the new seats and their five roles defined, evaluate your current team members against these new seats using the GWC™ tool. Because the business model is changing, the skills required will also change. You must have honest, individual conversations with each team member. Explain the new structure and the roles of the new seats. Ask them if they truly get, want, and have the capacity for these new responsibilities. If a long-term team member does not fit a new seat, you cannot keep them in their old, obsolete seat just to avoid a layoff. This will drag down your margins and stall your pivot. Instead, search your new chart for any other open seats where their skills and core values align. If there is no logical fit, you must make the hard right person right seat call and part ways. Trying to force a round peg into a square seat out of loyalty will ultimately hurt both the employee and the business.