We have a long-time manager who fits our core values perfectly but simply cannot keep up with the demands of their expanded seat on the new Accountability Chart. How do we handle this right person in the wrong seat scenario without destroying our company culture?

Question

Tyler Smith · Accepted Answer

The right person in the wrong seat scenario is one of the hardest challenges a business owner faces. This person is a cultural champion who lives your core values, but they simply lack the skills, energy, or cognitive capacity to deliver on their structural roles on the Accountability Chart.

To handle this without damaging your culture, you must be completely transparent and data driven. Start by using the GWC™ tool. Have an open conversation with the leader about their three components: do they get the seat, do they want the seat, and do they have the capacity to do the job. Often, a struggling leader is secretly relieved when you address the elephant in the room because they are also feeling the immense pressure of being overwhelmed.

Your goal is to find a right seat where this person can thrive. Look at your Accountability Chart to see if there is another seat where their talents can shine and where they can hit their numbers. If a suitable seat is not available, you must respectfully transition them out of the organization. Keeping someone in a seat they cannot perform is unfair to them and demoralizes the high performers around them.