How can we tell whether a redesigned seat is failing or the person in it is the wrong fit?

Question

Tyler Smith · Accepted Answer

Check the seat design before concluding that the person is the problem. A merged role can fail because its accountabilities conflict, its workload is excessive, or its authority is unclear, even when the employee performed well previously.

Start with the agreed core accountabilities. If leaders describe the seat differently, resolve that disagreement before evaluating performance. Detailed job descriptions cannot compensate for conflicting expectations at the leadership level.

Then examine the operating conditions:
- Has the promised work reduction actually happened?
- Does the employee have the authority and access the seat requires?
- Are handoffs clear and dependable?
- Can the required outcomes fit within credible capacity?
- Are urgent requests repeatedly displacing the seat's core work?

Once those conditions are sound, assess person-to-seat fit. EOS separates values alignment from suitability for the seat. A valued employee may not fit a newly combined role, and a redesigned role may require capabilities that were not part of their previous job.

Agree on observable outcomes and a review point. Record whether missed commitments arise from unclear ownership, overload, missing support, or capability gaps. Avoid changing the expectations after each disappointing result.

If the design is flawed, change the design. If the seat is viable but the fit is wrong, consider another genuinely needed seat or an appropriate transition. The purpose of review is to reach a sound decision, not defend the original reorganization.