The ‘Right Person, Wrong Seat’ Dilemma: Mark O’Donnell on Addressing Misplaced Talent

In a recent LinkedIn post, Mark O’Donnell delves into a common yet often challenging leadership issue: having a high-performing individual in the incorrect role. O’Donnell frames this as the “right person, wrong seat” problem, distinguishing it from the “wrong person, right seat” scenario and highlighting why leaders tend to hesitate longer with the former.

The core of O’Donnell’s argument centers on the distinction between a person’s values and their natural strengths within a specific role. He defines a “right person” as someone who shares the company’s core values, while being in the “wrong seat” means they are not operating within their inherent capabilities. This distinction is crucial, as O’Donnell emphasizes that even highly valued employees might be underperforming or unfulfilled if their role doesn’t align with their strengths.

Understanding the ‘GWC’ Framework

To help leaders diagnose this situation, O’Donnell introduces the “GWC” framework: Get it, Want it, and Capacity to do it. He asserts that all three components must be present for an individual to be in the right seat. If an employee only meets two out of the three criteria, it still signifies a mismatch.

As Mark O’Donnell notes:

“All three have to be yes. Two out of three is still a no.”

This straightforward metric, according to O’Donnell, provides a clear benchmark for evaluating an employee’s fit within their current responsibilities. The absence of just one element can lead to a cascade of issues, impacting both the individual and the business.

Identifying the Signs of a Mismatch

O’Donnell provides an extensive list of 11 signs that indicate an employee might be in the wrong seat. These range from situations where individuals are universally liked but their output doesn’t align with expectations, to cases where a promotion was more of an acknowledgment than a true fit for a higher-level role. He points out that sometimes the “seat” itself evolves, outgrowing the individual’s capacity or strengths, even if their effort remains high.

One poignant observation from O’Donnell is:

“Everyone loves them, but the numbers don’t follow. Fit was never the question. Output is.”

This highlights a critical business reality: while cultural fit and likability are important, measurable output and performance are ultimately what drive business success. O’Donnell also touches on the subtle signs, such as an employee’s best work occurring outside their defined role or a consistent lack of energy when performing certain tasks, suggesting their natural strengths lie elsewhere.

The Leader’s Role in Addressing the Issue

A significant portion of O’Donnell’s post addresses the leader’s tendency to avoid these difficult conversations. He argues that loyalty is not the issue, but rather the leader’s silence. Naming the mismatch, according to O’Donnell, is an act of care for the employee, enabling them to find a role where they can truly thrive.

Mark O’Donnell argues that leaders often:

“keep reshaping the seat to fit them. Every carved-off task bends the structure. Seats are built for the business.”

This tendency to modify a role rather than address the fundamental mismatch can distort organizational structure and hinder overall business objectives. O’Donnell suggests that while sometimes a suitable alternative seat can be found within the company, leading to a positive outcome for both the employee and the business, other times a more difficult decision regarding the employee’s future with the company may be necessary.

Ultimately, O’Donnell encourages leaders to use his insights as a tool for proactive management, particularly before performance reviews or strategic planning sessions. His post serves as a practical guide for identifying and addressing the “right person, wrong seat” dilemma, emphasizing that clear communication and strategic placement are key to unlocking an individual’s full potential and ensuring business success.