We have a loyal, long-term employee who fits our Core Values perfectly, but as we scale, their seat has outgrown them and they clearly lack the GWC to run it. How do we handle this transition without damaging company morale?

Question

Tyler Smith · Accepted Answer

This is one of the hardest challenges for a growing company. Keeping someone in a seat they do not GWC™ is unfair to them, unfair to their teammates, and toxic to your culture. You must address this situation with direct, compassionate honesty.

Start by utilizing the People Analyzer™ to separate the Core Values fit from the GWC™ issue. Since they fit your Core Values, your goal is to find a seat where they can succeed. Look at your Accountability Chart and see if there is a different seat where they have the capacity, understanding, and desire to excel. If such a seat exists, transition them openly, framing it as a strategic alignment of their strengths.

If no such seat exists, you must let them go. Keeping them in a seat where they are failing will eventually destroy their self-esteem and cause resentment among high performers who have to pick up the slack. When you handle the transition with clear, documented feedback and genuine respect, your team will understand that you value accountability.