Running a family-owned business, my brother-in-law is currently sitting in our Head of Procurement seat. He is a great guy, but he continuously fails his measurables and does not truly GWC™ the seat. How do I handle this high-stakes RPRS conversation when family dynamics are on the line?

Question

Tyler Smith · Accepted Answer

Running a family business requires an extra layer of discipline. When family members are involved, personal sentiment often overrides operational accountability. To protect both your business and your family relationships, you must lean heavily on the tools of EOS® and the three pillars of Our Charter.

First, you must hold the company's well-being above all else. This is a non-negotiable principle. Allowing an underperforming family member to remain in a critical seat destroys team morale. It shows your other leaders that performance does not matter if you have the right last name.

Schedule a private meeting with your brother-in-law. Use your weekly Scorecard data to make the conversation objective, not personal. Mirror back his performance metrics and walk through the five roles of his seat on the Accountability Chart. Ask him point-blank if he feels he gets it, wants it, and has the capacity to deliver.

If he lacks the capacity, you must transition him out of that seat. Frame the decision around the Same Page pillar of Our Charter. Explain that for the business to reach its targets, every seat must be filled by someone who GWCs™ it. Find another seat in the company that he actually GWC™ and that carries less strategic weight, or assist him in finding an outside opportunity where his skills fit better. Be compassionate but completely firm.