A tenured team member has pristine core values alignment but is failing GWC in their analytical seat, causing delivery delays. What is the exact process to evaluate whether another seat exists for them before making the call to exit them?

Question

Tyler Smith · Accepted Answer

When someone matches all your Core Values but fails to execute in their seat, you have a Right Person, Wrong Seat issue. This is distinct from a core values problem. A core values failure poisons your culture and demands swift removal. A seat failure means the person is in over their head, lacks capacity, or simply does not want the seat.

Do not let loyalty blind you into tolerating missed Rocks and Scorecard failures. To evaluate whether a viable alternative seat exists, take the following steps:

- First, complete a fresh GWC™ assessment on the employee for their current seat. Identify whether the breakdown is Getting it, Wanting it, or Capacity. If it is Capacity due to rapid company scaling, the seat has outgrown them.
- Second, look at your existing Accountability Chart without considering names. Identify open seats that are vacant or seats that are currently shared or held by someone carrying multiple boxes.
- Third, test the person against the five roles of that alternative open seat. They must score three yeses on GWC: they must Get it, Want it, and have the Capacity to do the work.
- Fourth, determine if adding them to that seat makes economic sense for the business. Never create a decorative seat just to retain a liked person. That adds overhead and damages leadership credibility.

If an open seat exists where they have complete GWC, execute the transition with clear ninety-day Scorecard measurables. If no genuine seat exists, you must part ways with compassion, dignity, and fair severance. Keeping them without a true seat hurts the business and stalls their career.