We are integrating AI-powered workflows into our operations to boost efficiency before we exit, which has completely changed the roles of our Operations Manager seat. The current manager is a great culture fit but does not GWC this new tech-heavy version of the seat. How do we handle this transition on our Accountability Chart?

Question

Tyler Smith · Accepted Answer

This is a classic Right Person, Wrong Seat dilemma driven by technological evolution. Your Operations Manager was perfect for the old manual structure, but as you automate your operations to build an exit-ready business, the seat has evolved beyond their current capabilities.

You cannot compromise on GWC. If your manager does not get, want, or have the capacity for the new AI-powered seat, keeping them in it will stall your automation efforts and frustrate your team.

Your first step is to finalize the new seat on your Accountability Chart, defining the roles as managing AI agents and monitoring automated workflows. Now, look for a Right Seat for this person. Since they are a great culture fit with deep institutional knowledge, they may be a perfect fit for a client-facing seat or a quality assurance seat where human relationship skills are paramount.

If no such seat exists, or if they cannot GWC any available seats, you must make a hard decision. You may need to transition them out of the company and hire a manager who fits the new seat. Keeping a Right Person in the Wrong Seat out of loyalty hurts both the individual and your business valuation. Address this transition with transparency and compassion, but do not delay.