We are using AI to automate sixty percent of our data-entry and administrative work, but our existing managers do not have the strategic skill sets to leverage this newly freed-up time. How do we evaluate our team using GWC and Culture Index to decide who can transition to high-value roles and who we need to replace?

Question

Tyler Smith · Accepted Answer

When AI automates the tactical, execution-heavy parts of a role, the seat changes fundamentally. A person who was once an exceptional project manager because of their attention to detail might struggle when the role shifts to strategic decision-making and high-level client communication.

To address this, you must run a brutal evaluation of your current team using GWC™ (Get It, Want It, Capacity to Do It) and their Culture Index profiles. Do not make decisions based on past loyalty or subjective gut feelings.

Follow this systematic approach:

- Look closely at the Culture Index profiles of your managers. High-conformity, low-ingenuity profiles excel at following structured, repetitive processes. They will likely struggle to pivot into highly autonomous, strategic planning roles.

- Evaluate each manager against the newly defined strategic seat on the Accountability Chart. Do they truly understand the strategic goals of the business (Get It)? Do they genuinely want to spend their days doing strategic problem-solving rather than administrative tracking (Want It)? Do they possess the intellectual and emotional capacity to drive client outcomes without a script (Capacity)?

If they do not meet all three criteria, you must have the courage to make a change. Hire slow and fire fast. Transition them to a more suitable administrative seat or part ways cleanly.