A loyal employee fits our values, but their seat is gone. Should we create another role for them?

Question

Tyler Smith · Accepted Answer

Look for a real, needed seat before considering a new role. Do not create permanent work solely to avoid a difficult conversation.

EOS distinguishes the right person from the right seat. An employee can align strongly with your values while lacking a fit with the work the smaller company requires. Preserving that distinction lets you respect the person without distorting the structure.

First, finalize the essential seats and their core accountabilities. Then assess whether the employee fits any genuinely available seat. Consider the actual responsibilities, their interest in doing the work, and their capacity to perform it. Do not assume loyalty or past success transfers automatically to a substantially different job.

A development path can be reasonable when the seat is needed and the gap is bridgeable. Define the support, expected outcomes, and review point. Avoid vague promises that a role will somehow emerge later.

If there is no suitable seat, acknowledge that directly. A separation may be more honest than a nominal role with unclear expectations and a predictable second disappointment. Handle the process with appropriate HR or legal guidance and communicate respectfully.

The recommendation is to search seriously for fit, not manufacture it. Keeping someone in an unsuitable seat can harm their confidence, burden colleagues, and consume resources the remaining business needs.