Treatment
The Right Seat Audit
“Good people who still aren't producing the results you need.”
Is this you?
You trust your people. You hired them for a reason, and most days you'd say they're good at their jobs. But the results aren't showing up the way they should, and the quiet, uncomfortable thought you haven't said out loud is starting to creep in: maybe it's them. It usually isn't. More often, someone capable has been placed in a seat that doesn't fit what they're actually good at, or someone in the right seat has never been given the real authority to act on what they already know needs to happen.
What actually happens
This starts with figuring out who's in the right seat and who isn't. If someone's misplaced, the recommendation is to move them, not manage around it. If they're in the right seat, I look at what's actually stopping them from producing results: usually that they're doing work they don't care about, or that every real decision still has to route through someone else first. Talent without real authority still can't deliver results, no matter how good the talent is.
What you get
You get a role-fit and authority map for the team in question: who's in the wrong seat and where they'd actually thrive, and who's in the right seat but blocked from acting because the authority to make real calls was never formally handed to them. It's specific enough to act on immediately, not a generic org chart exercise.
Timeline
1–6 weeks
One to six weeks, driven mostly by team size and by whether your reporting lines are already clear or genuinely contested. A ten-person team with an obvious structure moves fast. A thirty-person team where two people both think they own the same decision takes longer, because that ambiguity has to get resolved as part of the work, not politely worked around.
Part of the methodology. See how this fits the full arc.