We have an executive who lives our Core Values completely and has the trust of the entire company, but they simply do not get, want, or have the capacity for their seat on the Accountability Chart. How do we handle a beloved leader who is failing in their seat without gutting organizational morale?

Question

Tyler Smith · Accepted Answer

This is one of the most painful decisions an owner faces: the Right Person in the Wrong Seat. Because this leader lives the Core Values, treats people well, and embodies the company culture, removing them feels like an act of betrayal. But keeping them in a seat they cannot execute damages the company, frustrates high-performing peers, and quietly sets the leader up for public failure.

Start by diagnosing the exact failure point using GWC. Do they truly understand the seat? Do they genuinely want the pressure and responsibility of that seat? Or do they lack the capacity, whether that is specialized expertise, intellectual horsepower, or time, to deliver results at the current scale?

Have an honest, compassionate conversation with the individual. In most cases, the executive already knows they are struggling. They feel the anxiety of falling behind on Rocks and watching their Scorecard numbers sit in the red week after week. Carrying a seat you cannot handle is miserable.

Evaluate your Accountability Chart to see if a different seat exists where their unique abilities and cultural alignment can shine, perhaps leading a specialized project, managing key relationships, or running a smaller tactical function.

If no suitable seat exists, you must help them transition out of the business with dignity, generous severance, and deep respect. The rest of the company will watch how you handle this. If you act with honesty, kindness, and clear communication, company morale will remain intact and your leadership credibility will increase.