We have a long-term executive who is in a key seat on our Accountability Chart but is clearly struggling to keep up with our growth. How do we use the GWC™ tool to objectively address this performance gap without turning it into an emotional personal battle?

Question

Tyler Smith · Accepted Answer

Addressing a struggling long-term executive can be one of the most emotionally challenging tasks for an owner. However, keeping someone in a seat they cannot fulfill holds the entire organization back and creates deep resentment among the rest of the leadership team.

To address this objectively, you must use the GWC™ tool. This framework evaluates if the person gets it, wants it, and has the capacity to do it. Get it means they naturally understand the role, the culture, and the pace of the seat. Want it means they genuinely desire to do the job every day without being begged or pushed. Capacity means they have the mental, physical, emotional, and temporal capabilities to perform at a high level.

If the answer to any of these three questions is a no, they are in the wrong seat. By focusing on the objective requirements of the seat rather than personal history or loyalty, you remove the emotion from the conversation. This allows you to have a constructive, honest discussion about moving them to a seat where they actually fit, or helping them make a clean transition out of the business.