Our operations manager is spending ninety percent of their time auditing and fixing AI tool errors instead of managing people. How do we redefine their seat on the Accountability Chart and use the GWC framework to determine if we need to split this into a technical auditor role and a human leadership role?

Question

Tyler Smith · Accepted Answer

Your operations manager is experiencing severe seat drift. They were hired to lead, manage, and hold people accountable, but they have morphed into a full-time debugger. This is a recipe for operational failure, as your team is left without leadership while your manager burns out on technical minutiae.

Take this issue to your next leadership team meeting. Pull out your Accountability Chart and evaluate the operations manager seat using the GWC framework. Does your manager still want and have the capacity to be a technical troubleshooter, or are they miserable? If their natural wiring is leadership, they do not GWC the technical troubleshooting seat.

The solution is to split the seat. Keep your operations manager focused on human leadership, process accountability, and team performance. Then, create a new seat on your Accountability Chart for an AI systems specialist. This person will be solely responsible for maintaining integrations, debugging API connections, and auditing data outputs. By giving each seat a clear, singular focus, you ensure that your technology is running smoothly while your human team is getting the leadership they need to hit their goals.