I once had a job that made me feel physically sick on Monday mornings.
You know the feeling. You wake up and your stomach already knows you are not where you should be.
I was a field sales rep for a large brewery. The training was excellent. Everything else was chaotic. No structure. No real leadership. Transactional conversations. Hours alone in the car. No space to create, build or shape anything. Just execute, hit the number, repeat.
I was good at it.
I could do it.
But I absolutely did not want to do it.
At the time, I thought the problem was the culture or the structure.
Looking back, the real issue was simpler.
I was in the wrong seat.
And here’s the part many leadership teams miss: keeping someone in the wrong seat is expensive.
I see this play out regularly. Someone has been in the business for years, so they’re kept on the senior team. They’ve earned it. They’re loyal. They know the history.
But tenure is not the same as suitability.
In EOS, we talk about GWC. For someone to be right for a seat, they must:
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Get it
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Want it
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Have the Capacity to do it
All three. Not two out of three. Not “they’re loyal so we’ll make it work.”
If someone doesn’t truly GWC their seat, you are not doing them a favour by letting them stay there.
You are slowing the business down.
You are frustrating the team around them.
And you are stealing time they could be spending somewhere they genuinely thrive.
When I left that brewery job, I moved into agency life. Same skills, different seat. I came alive. That path ultimately led to building and exiting my own business.
The lesson is simple.
Right person. Right seat.
It’s not just an EOS concept. It’s a human one.
And yes, the photo? That’s a seat I’ve always GWC’d. Although I’m still working on the capacity part.