Right-People Right-Seats Review
Reassess roles as the business evolves, then develop or change them
- Difficulty
- Advanced
- Time to result
- ~months to results
- Steps
- 5
- Confidence
- 95%
This review starts with the business's next stage rather than its current org chart. Define where the company is heading and what each important role must deliver there. Assess whether the current person can meet those future needs, recognizing that someone can have been right for an earlier stage without being ready for the next one. When a gap appears, consider a sequence of responses: develop the person through coaching, supplement their weaker capabilities with another team member, move them to a better-fitting role, or replace them if no valuable fit remains. In parallel, identify exceptional people whose loss would carry high knowledge and continuity costs and create a tailored retention strategy. The mechanism is repeated alignment between evolving business needs, role requirements, and actual capability.
Origin
Extracted from The Foundr Podcast
Core principles
- 01The right person can change as the business changes
- 02Role needs should follow the next stage of the business
- 03Development is the first option when fit can be restored
- 04Persistent role mismatch should not be left unaddressed
How to run it
- 1
Start with the destination
Clarify the next stage of the business and the outcomes each key area must produce. Avoid evaluating people against an undefined future.
Pro tip Review roles whenever strategy or scale materially changes.
Watch out Do not preserve a role design solely because it worked earlier.
- 2
Assess role fit
Compare the role's required capability with the person's demonstrated strengths and gaps. Separate role mismatch from unclear expectations.
Pro tip Use evidence from outcomes and observed capability.
Watch out Do not let loyalty or impatience replace a fair assessment.
- 3
Develop or supplement
Ask whether coaching can help the person evolve or whether another team member can complement what they do less well. Choose a realistic path with a clear outcome.
Pro tip Preserve valuable history and knowledge when development is viable.
Watch out Development is not a reason to leave a critical gap open indefinitely.
- 4
Move or replace
If the fit cannot be restored, consider a role that better uses the person's strengths. If no valuable role exists, make the personnel change through an appropriate process.
Watch out Handle role changes and exits fairly and with applicable HR or legal guidance.
- 5
Retain the strongest fit
Identify the people who are performing exceptionally and whose knowledge is difficult to replace. Use a motivation-matched retention plan to reduce avoidable loss.
Pro tip Include knowledge, loyalty, and organizational history in replacement-cost thinking.
In the wild
A generalist led finance effectively during the earliest stage, but the growing company now needs deeper technical control. The founder first tests whether coaching can close the gap, then considers adding a specialist to complement the generalist before deciding whether a different person must own the role.
→ The decision follows future role requirements rather than an automatic promotion or dismissal.
Common mistakes
Assuming past fit guarantees future fit
A person who suited one stage may not yet have the capability required for the next stage.
Waiting too long
Leaving a materially underperforming area unaddressed can obstruct the business's next stage.
Replacing before testing development
Coaching or complementary support may preserve a valuable employee and their institutional knowledge.
Is it for you?
Best for
Founders and leadership teams whose organization and capability needs are changing with growth.
Not ideal for
Snap judgments made without clear role requirements, evidence, feedback, or a fair development opportunity.
From the transcript
“you have different types of talent and different people in your business at different times”
“can i actually help that person evolve”
“do i need another team member in to supplement the things that they don't do particularly well”
From the episode
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