We are introducing AI-powered automation across our departments, but our leadership team members do not know how to evaluate whether their direct reports GWC™ their newly automated seats. How do we train our leaders to manage people in an AI-driven operating model?

Question

Tyler Smith · Accepted Answer

Integrating AI-powered workflows changes the very nature of your seats, which means your leadership team must adapt how they evaluate talent. When a seat becomes automated, the tactical tasks disappear, but the strategic and oversight responsibilities increase. Your leaders must understand how to apply the GWC™ tool to these modernized roles.

First, update the Accountability Chart to reflect the new realities of these automated seats. The roles should no longer focus on manual data entry or administrative tasks; instead, they should focus on prompt engineering, system oversight, and data interpretation.

Once the roles are updated, train your leaders to ask the three GWC™ questions through an AI lens. Does the employee truly understand how the automated systems work? Do they want the responsibility of managing an AI-driven workflow rather than executing manual tasks? And do they have the cognitive capacity to analyze automated outputs and make strategic decisions based on that data?

If an employee lacks the capacity to manage the technology, your leaders must identify that gap quickly. By coaching your leadership team to manage outcomes rather than tasks, you will help them build a highly efficient, technology-enabled workforce that drives massive operational leverage.