Our VP of Finance matches our core values and has the cognitive capability to do the job, but she is burnt out and has privately admitted she no longer wants the high-stress responsibility of a leadership seat. How do we transition her to a lower-stress role without sending a message of failure to the rest of the team?

Question

Tyler Smith · Accepted Answer

When a key leader matches your core values and has the capability, but no longer wants the high-stress responsibility of their seat, you have a classic GWC issue. Specifically, they lack the Want component. Keeping them in the seat out of obligation will lead to burnout, poor performance, and eventual resignation. To handle this transition successfully, you must approach the conversation with empathy and absolute clarity. Sit down with them and acknowledge their contribution to the business. Let them know that you value them as a right person, but recognize that their current seat is no longer a match for their personal and professional goals. Work together to design a transition plan. Review the Accountability Chart to see if there is a specialized, individual contributor seat where they can still add massive value without the burden of strategic leadership or people management. This could be a senior analyst role or a specialized financial project manager seat. Present this transition to the leadership team and the rest of the company as a positive alignment of strengths and personal goals, rather than a demotion. This preserves their dignity, keeps a highly trusted person in your culture, and opens up the leadership seat for someone who fully GWCs the role.