Why the Right Seat Isn’t Always Forever
As companies grow, so must the people within them—or at the very least, their willingness to grow. One of the most critical aspects of scaling a business is building the right leadership team.
But here’s the catch: the leadership team you have today may not be the same one you need a year, two years, or five years down the road. That’s not a failure—it’s a natural part of growth.
In growth-oriented companies, change is constant. Roles evolve, expectations rise, and complexity increases. The people who thrive in that kind of environment are those who grow along with the business. Not everyone wants that, and that’s okay. Sometimes the company outgrows the person, or the position outgrows the leader. The key is recognizing it—and acting with humility when it happens.
A fellow EOS Implementer, Dan Williams, recently shared a quote that stuck with me: “If your vision is big, your ego can’t be.” That applies not only to business owners, but to every member of a leadership team. In high-performing organizations, ego can quietly become the biggest threat to progress. Leaders hold on too long to roles they no longer GWC—get, want, or have the capacity to do it—because of pride, insecurity, or fear. And when ego gets in the way, everyone loses.
One of the questions we ask in the EOS LMA Tool is, “Do I act with the greater good in mind?”
When a leader resists the reality that their seat has outgrown them, that’s often a clear ‘no’ to that question. It’s not just about their own success— it’s about the success of the entire team and long-term health of the business.
In a best-case scenario, the person realizes they’re no longer in the right seat and steps into a new one where they do GWC—assuming they still align with the company’s core values. If someone is a strong cultural fit, there’s no reason they can’t continue to bring value to the organization. But letting go of title or authority can be hard. Ego resists downward moves, even when they make sense for the company and the individual.
Early in my EOS Implementer journey, I worked with a client whose operations leader was struggling. They had been promoted because they were great at their job—efficient, reliable, knowledgeable. But being a great individual contributor doesn’t automatically make someone a great manager. Leadership requires a different skillset: leading people, holding them accountable, and casting vision. This person wasn’t wired for that. Once the business owner recognized the gap, they had an honest conversation—and eventually, the operations person found a role more suited to their strengths. Everyone benefited.
If you’re leading a growing business, regularly evaluate whether your leaders still GWC their roles. Have the courage to ask the hard questions and create a culture where ego doesn’t block growth. It’s not about demotion; it’s about right fit, right timing. And sometimes, the most selfless, courageous act a leader can take is to step aside so the company—and they—can continue to thrive.
And remember—when your vision is big, your ego can’t be.