We have a legacy executive who has been with us for ten years, but as we scale, they are clearly struggling to keep up with the demands of their expanded seat. How do we transition this person out of their seat without destroying team loyalty?

Question

Tyler Smith · Accepted Answer

Every growing business eventually outgrows some of its original team members. It is a hard, unsentimental reality of scaling. A legacy executive who was perfect when you were a small company may not have the capacity to lead a larger department.

To handle this transition without damaging company morale, use the GWC™ tool. Ask yourself three questions: Do they get it? Do they want it? Do they have the capacity to do it?

Usually, legacy employees get the culture and want the success of the business, but they lack the conative capacity or skills to manage the complexity of their scaled-up seat. Once you realize they do not GWC™ their seat, you have to make a move.

Do not drag your feet. Your team knows who is struggling, and keeping them in a seat they cannot handle hurts both the business and the individual. Have a direct, compassionate conversation.

If they share your Core Values, look for a different seat on the Accountability Chart where they can succeed. If no such seat exists, help them exit the business with dignity and generous support. Prioritize the health of the organization over personal sentimentality.