We need to restructure our operations and sales alignment to prepare for a clean exit, but we do not want to lay anyone off. How do we realign these seats and handle the people who no longer fit the new structure without immediate terminations?

Question

Tyler Smith · Accepted Answer

Restructuring is about optimizing the company, not finding excuses to fire people. To do this right, you must design the Accountability Chart with zero names in the seats first. Determine the exact structure your business needs to run efficiently and reach your target exit value. Once the structure is locked, look at your people and run them through the GWC™ filter for the new seats.

You will inevitably find gaps. Some people will no longer fit their current seats. Instead of jumping to layoffs, look for open seats elsewhere in the organization where their unique skills and core values fit. If a top performer gets squeezed out of a high-level seat because they do not GWC™ the new requirements, they may fit perfectly in a specialized, individual contributor seat.

If there is truly no seat for them, you must have an honest, transparent conversation. Explain that the business has outgrown the current structure and you want to help them transition. Give them a realistic runway to find another role outside the company while they help document their current processes. This preserves team morale, keeps the business running smoothly, and ensures you do not panic-hire to fill a sudden void. The key is to act with absolute clarity and compassion, but never compromise the structure of the Accountability Chart to spare someone's feelings.