Mark O’Donnell’s ‘Right Person/Right Seat’ Matrix for Objective People Decisions

In a recent LinkedIn post, Mark O’Donnell discusses a framework designed to bring objectivity to challenging personnel decisions, particularly those involving retaining employees longer than advisable. O’Donnell highlights that emotional factors such as loyalty, hope, and discomfort often impede leaders from making clear-headed decisions about their teams.

He introduces a tool developed at EOS, the ‘Right Person / Right Seat Matrix,’ which aims to remove the ‘gut feel’ from these critical evaluations. O’Donnell explains that the matrix requires leaders to answer two fundamental questions for each team member.

Evaluating Employees with the Right Person/Right Seat Matrix

The first question, according to O’Donnell, is whether an individual is the ‘Right Person.’ This assesses if the employee genuinely shares and embodies the company’s core values. Leaders are prompted to rate this honestly on a scale: ‘+’ for consistently demonstrating values, ‘+/-‘ for sometimes, and ‘-‘ for rarely. As Mark O’Donnell notes:

“Do they share and actually live your core values? Rate them honestly: + (consistently), +/- (sometimes), – (rarely).”

The second crucial question is whether the employee is in the ‘Right Seat.’ This involves evaluating if they ‘Get’ the role, ‘Want’ it, and possess the ‘Capacity’ to perform it effectively. O’Donnell emphasizes that all three components must be a ‘yes’ for an individual to be considered in the right seat.

Interpreting the Matrix Outcomes

Mark O’Donnell outlines four possible outcomes when these two questions are combined, each suggesting a distinct course of action:

1. Right Person + Right Seat

This ideal scenario indicates that the employee not only aligns with company values but also excels in their current role. O’Donnell advises leaders in this situation to foster growth by providing ownership, offering opportunities to stretch their capabilities, and proactively asking what they need to remain engaged and committed.

2. Right Person + Wrong Seat

Here, the employee is a cultural fit but misaligned with their current position. O’Donnell suggests an honest conversation to identify a role where they can truly thrive. Mapping the Accountability Chart and finding a better fit proactively can prevent future frustration for both the employee and the organization.

3. Wrong Person + Right Seat

This is identified by O’Donnell as a particularly dangerous situation. He warns against allowing strong performance to mask underlying issues with core values. In such cases, O’Donnell recommends clearly addressing the observed behavior, providing a single, time-bound opportunity for change, and acting decisively if improvement doesn’t occur. He stresses the critical impact of such decisions on company culture.

“Culture is built or broken at exactly this moment.”

4. Wrong Person + Wrong Seat

In this scenario, both the employee’s values and their role are misaligned. O’Donnell states plainly that the decision is often already obvious to the leader, the team, and the individual. He argues that delaying action in such cases incurs significant costs that far outweigh the expense of the eventual separation.

Beyond the Matrix: Making Difficult Decisions

While the matrix provides a structured approach, O’Donnell clarifies that it doesn’t make the decision autonomously. Instead, it serves to illuminate the obvious, making it harder for leaders to avoid confronting difficult truths. As Mark O’Donnell puts it:

“The matrix won’t make the decision for you. It just makes it harder to pretend the answer isn’t obvious.”

O’Donnell also promotes his new book, ‘Issues,’ and the podcast ‘Hitting The Ceiling’ for leaders seeking to deepen their understanding of people-related business challenges and the systems-based leadership approach.