When we automate a major portion of a key seat on our Accountability Chart, how do we adjust that person's GWC and roles without making them feel like we are trying to engineer them out of a job?

Question

Tyler Smith · Accepted Answer

When an AI tool automates eighty percent of a team member's daily administrative tasks, it is natural for them to feel insecure about their job security. To handle this, you must lead with absolute transparency and refer back to your core values, particularly Help First and Grow or Die. Schedule a clear, honest conversation to review their seat on the Accountability Chart. Show them that by automating the low-level tasks, you are actually clearing their plate so they can step into higher-value, more rewarding responsibilities. Re-evaluate their seat using the GWC™ tool: do they Get it, Want it, and have the Capacity to do this newly defined role? Rewrite the five major roles of their seat to reflect this shift. For example, if a customer service seat is freed from answering basic tracking questions, their new roles should focus on proactive customer success, retention strategies, and resolving complex client issues. This elevates their position from simple data entry to a strategic advocate for the client. Emphasize that the AI is there to support them, not replace them. If they embody your core values and have the capacity to grow, this operational shift becomes a massive opportunity for their professional advancement, turning a potential cultural threat into a major win for both the employee and the business.