You’re struggling with a team member who’s not performing… but you’re not sure if it’s time to let them go.
You’re not alone. This is one of the most common and toughest questions founders ask me.
I’m Diane Prince. I scaled a recruiting business from scratch and sold it for $28 million in six years. Now I help founders lead high-performing teams without burning out. And in this post, I’m going to walk you through one of the most powerful tools I use when someone is stuck in this exact situation:
The GWC tool: Get it, Want it, Capacity to do it.
It comes from EOS (Entrepreneurial Operating System), total credit to them, and it’s one of those frameworks that instantly brings clarity when you’re on the fence.
Because here’s the thing: this can be an emotional decision. And you don’t want to make emotional calls when you’re deciding if you have the right person in the right role.
You want facts and clarity. You want to lead with confidence.
Leadership misalignment is often the real issue. As High Altitude Recruiting explains in its discussion on overlooked leadership layers, performance gaps frequently stem from unclear ownership and expectations, not lack of talent. Before making a termination decision, clarity around structure is critical.
What the GWC Tool Is (and why it works)
GWC stands for:
- Get it
- Want it
- Capacity to do it
It’s simple, but it’s powerful because it helps you remove emotion from the decision and think about the greater good of the business, and your other employees, too.
And it forces the most important question founders avoid:
Is the problem you… or is it them?
Because sometimes it’s a training issue. Sometimes it’s a mis-hire. Sometimes the role changed and they don’t “get it” anymore. And sometimes the person is great, but not for this seat anymore.
So let’s break it down.
Read more about the GWC Process in my previous blog, The GWC Process – How to Fire Someone On Your Team.
1) Do they get it?
Do they understand the role?
Do they understand what the expectations are and how their work impacts others?
If the answer is no, pause and ask the real question:
Is this you or is it them?
- Is it unclear because you didn’t train them or set expectations?
- Or is it theirs because they just don’t grasp what’s required now?
Sometimes they used to get it… and then the job evolved. And now they don’t get what has to be done next.
That’s not a character flaw. But it is a leadership issue you have to solve.
2) Do they want it?
Are they motivated to do the job?
And by the way, just because they wanted it last year doesn’t mean they want it now.
Motivation shifts.
Sometimes it’s burnout. Sometimes it’s personal life stuff. Sometimes it’s just a change in energy. So yes, you want to talk to them and see what’s going on.
But here’s the hard truth:
You can support motivation, but you can’t manufacture it.
It has to come from within.
If you feel a motivation shift, don’t ignore it; get curious about the root of it.
3) Do they have the capacity to do it?
Capacity includes:
- skills
- time
- mental bandwidth
- the right tools and support
Again: is it you or is it them?
- Have you actually given them what they need to succeed?
- Or is there a fundamental gap in ability or fit?
Sometimes you hired them for what you needed then… and you need something different now.
Sometimes they need training. Sometimes they need a different role. Sometimes they’re a cultural fit but not a role fit.
And yes, sometimes they just need to move on.
The staffing industry itself is evolving rapidly. As Staffing Mastery explores in its spotlight on the evolution of staffing sales, roles that worked yesterday may require entirely different skills today. Growth changes seats, and not every team member evolves at the same pace.
What to do with your answer
Once you’ve asked all three GWC questions, you’ll have a clearer picture.
If someone doesn’t:
- get it, or
- want it, or
- have the capacity,
…then it’s time to make a change.
That change might mean:
- training
- reassigning them to a different role
- or letting them go
And honestly? The clarity will set both of you free.
Your job is to build a high-performing team, not to babysit disengaged hires.
And you can’t lead with confidence if you’re constantly second-guessing your team… or if you’re spending 80% of your time with the 20% performers.
You want to be spending your time with the people who are bringing 80% to the company.
Add a second filter: Core Values
The more you use GWC, the easier these decisions get. And you can layer in core values to make it even cleaner.
For example, one of my core values is clear and direct communication.
So if I don’t understand what somebody’s saying consistently, that’s a no.
Another one is reliability.
That’s not “kind of.” That’s not “usually.” That’s a yes or no.
This isn’t about someone being “less important.” It’s about having a process you can trust.
Your move: Do this with one person this week
Pick one team member you’re unsure about.
Get your executive team together (not their peers) and rank them. Vote.
Ask:
- Do they get it?
- Do they want it?
- Do they have the capacity?
Then rank core values.
And decide:
- Do they need training?
- Do they need a new role?
- Or is it time to let them go?
And if you do let them go, hold space for them. Let them have their reaction. You can be clear and direct, and human.
A high-performing business can’t be built on hesitation and second-guessing.
The GWC tool helps you stop spinning and start leading.
Because when you’re clear, your team gets clearer too.
Hi! I’m Diane Prince. I co-founded a company that we built from scratch to $50 million in six years and sold to a strategic buyer. I am a keynote speaker that talks and writes about building startups, founding businesses, and entrepreneurship. I share my perspective from my own experience from over 25 years building, scaling, and selling businesses.
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