Our client services manager has been a core pillar of our culture for years, but as our business has scaled, she is failing to keep up with the complexity of the seat. She is definitely the Right Person, but in the Wrong Seat. How do we handle this transition without causing her to quit?

Question

Tyler Smith · Accepted Answer

Managing a Right Person, Wrong Seat situation is a test of your leadership team's commitment to the EOS® tools. Because this person is a perfect core values fit, you want to keep them in the organization, but you cannot allow them to remain in a seat they do not GWC™.

To handle this transition successfully, you must separate the person from the seat and have a direct, loving conversation. Do not wait for the annual review. Bring the issue to the table immediately.

Use the People Analyzer™ to reinforce how much you value them as a cultural fit. Then, walk through the GWC™ tool for their current seat. Explain clearly where they are struggling, whether it is the conceptual understanding of the scaled role or the sheer capacity required to manage a larger team.

Show them the current Accountability Chart and present an alternative seat where they can succeed and bring immense value. This might be a high-level specialist role or a focused individual contributor seat. Emphasize that transitioning them to a seat they truly GWC™ is the best way to help them thrive and prevent burnout.

Most cultural fits will feel a sense of relief when they are offered a path out of a seat where they are struggling. However, you must be prepared for the possibility that they may choose to leave. If that happens, wish them well and assist their transition. You must protect the structural integrity of your Accountability Chart to scale your business and secure a clean exit.