Kelly had recently taken the helm of a growing distribution company running on EOS®. Her leadership team was experienced, aligned on core values, and committed to growth. Yet there was a persistent issue in operations. Her long-time team member Brad, a loyal and respected manager, continued to miss deadlines, struggled with delegation, and failed to gain traction on high-impact initiatives. Kelly had always trusted Brad. He was the first to arrive, the last to complain. But lately, she found herself hesitating before assigning key projects, something in her gut whispered, “He’s not catching it like he used to.” It wasn’t about effort. It was about fit. And that realization stung.
During a routine review, the leadership team confirmed Brad was a “Right Person” by EOS standards. He embodied the company’s values and had earned the trust of the team. However, Kelly was less certain about whether he truly “GWC’d” the role, whether he Got it, Wanted it, and had the Capacity to do it. Her concern was not rooted in doubt about Brad’s character. It was about performance and alignment. She needed a structured and honest way to explore whether he was in the right seat, and if not, how to move forward without damaging the relationship.
The Metiss Group’s The Accountability System™ provided that structure. Unlike sporadic check-ins or annual performance reviews, the system introduced a rhythm of coaching, shared expectations, and clarity. It gave Kelly a practical method to engage in candid conversations, backed by clear tools and consistent follow-up. Rather than relying on instinct, she now had a process to make thoughtful decisions with both empathy and accountability.
In this article, you will learn:
- Why GWC alignment is critical to hiring and leadership success
- How The Accountability System™ addresses “Gets It” challenges
- How to navigate “Wants It” gaps using structured leadership coaching
- What to do when “Capacity” is the problem, not commitment
- How to use accountability to strengthen employee performance and role fit
Why GWC Alignment Is Critical to Hiring and Leadership Success
In the EOS model, GWC™—Gets It, Wants It, Capacity to Do It—is a foundational tool for determining whether a person belongs in their current role. It distills seat fit into three simple but powerful questions. Does the individual understand the role and how it works? Do they genuinely want to do the job? Do they have the time, skill, and energy to execute it well?
A yes across all three indicates strong alignment. But even one “no” creates drag on the team. Projects slow, decisions stall, and leadership becomes reactive. Many leaders recognize the symptoms early, yet hesitate to act because the next step is less clear. This hesitation often results in lingering misalignment, reduced team morale, and lost momentum.
The Accountability System™ addresses this gap. It transforms the GWC tool from a diagnostic into a path forward by giving leaders a defined structure for evaluating, coaching, and, if necessary, repositioning people with clarity and mutual respect.
How The Accountability System™ Addresses “Gets It” Challenges
Some individuals may have the intelligence and experience to perform well, but still lack the intuitive understanding of what the role demands. They might misjudge priorities, struggle with decision-making, or miss the broader context of their work. When this happens, it is not usually a matter of capability, but of comprehension.
The Accountability System™ helps resolve these issues through tools like The Job Scorecard™, which explicitly defines role expectations, success criteria, and priorities. This clarity removes assumptions and creates a shared picture of performance. Through structured coaching sessions, leaders and direct reports identify whether the disconnect is rooted in miscommunication, outdated expectations, or a genuine misfit with the role.
This structured process allows the leader to either close the gap or recognize that the individual may need a different seat. By acting early and constructively, long-term misalignment can be prevented.
How to Navigate “Wants It” Gaps Using Structured Leadership Coaching
When someone does not truly want a role, their output may look acceptable on the surface, but their energy and initiative are lacking. Leaders often confuse compliance with commitment, especially in team members who are skilled at maintaining appearances.
The Accountability System™ introduces regular monthly coaching check-ins that surface real motivations over time. These conversations are not framed as evaluations. They are built into the cadence of leadership, creating space for both the leader and the employee to express where things stand. Over time, patterns become visible.
If someone no longer wants the role, leaders can discuss career path changes, seat adjustments, or development opportunities. By embedding these conversations in an ongoing system, issues of motivation can be addressed early and respectfully, without surprises or breakdowns.
What to Do When “Capacity” Is the Problem, Not Commitment
Capacity challenges can be the most frustrating. A person may want the job and fully understand it, but still fall short because of time constraints, skill gaps, or emotional exhaustion. These cases are often workable, but only if the leader understands what is limiting performance.
The Accountability System™ uses monthly one-on-ones and quarterly reviews to identify the nature of capacity issues. If the problem is skill-based, training and development can help. If it is time-related, delegation or role restructuring may be required. If emotional capacity is low, the leader can address workload, work environment, or support structures.
Because the coaching relationship is ongoing, changes can be implemented gradually and tracked over time. This reduces the risk of burnout and improves overall role fit, while also preserving trust and accountability.
How to Use Accountability to Strengthen Employee Performance and Role Fit
The Accountability System™ is not a disciplinary tool. It is a leadership framework that brings clarity, consistency, and trust to conversations about performance. By combining structured tools with regular coaching, it transforms feedback from a one-time event into an ongoing dialogue.
Leaders gain alignment through the Job Scorecard™. Monthly check-ins help address small issues before they escalate. Quarterly performance reviews provide structured opportunities for honest assessment. With support from a trained coach, both leader and direct report are better equipped to address concerns constructively.
In one example from a Metiss Group engagement, a leader named Brad struggled to delegate effectively to his direct report, Graham. Coaching helped Brad shift from control to trust, while Graham gained clarity on expectations and accountability. Over time, their dynamic improved and previously unresolved GWC concerns around capacity and understanding were addressed through mutual effort.
Takeaways
GWC provides an essential lens for evaluating role fit, but it does not tell leaders how to respond when one of the components is missing. The Accountability System™ fills that gap. It offers a defined process for working through uncertainty, addressing misalignment, and supporting people toward greater success.
For leaders operating within EOS, this system helps ensure that team members are not only aligned with the company’s values, but also positioned to thrive in their roles. Instead of guessing, avoiding hard conversations, or making premature changes, leaders gain a framework to guide productive decisions with clarity and confidence.
When used together, GWC and The Accountability System™ provide both the insight and the tools to build high-performing, aligned leadership teams.
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