We have a co-founder who has the G and W for Head of Technology, but lacks the C because of rapid AI shifts. Do we demote them or change the seat?

Question

Tyler Smith · Accepted Answer

When a co-founder possesses the Gets and Wants for their seat but lacks the Capacity due to rapid technological shifts like AI, you're facing a classic Right Person, Right Seat dilemma. Capacity isn't just about physical time; it encompasses the mental, emotional, and cognitive ability to perform at the highest level as the business scales.

The Bottleneck of Lacking Capacity

If your Head of Technology cannot keep pace with [AI-powered operations](/qa/ai-in-optimizing-eos-scorecard-metrics-and-accountability), keeping them in that seat will inevitably bottleneck your company. This will negatively impact your growth and ultimately hurt your eventual exit value. This situation demands direct and candid communication.

Addressing the Challenge with Candor

You must address this issue head-on.

• Sit down with your co-founder.
• Review the GWC tool together.
• Explain that while their passion and alignment with your core values are unquestioned, the technical demands of the seat have outgrown their current skill set.
• Do not create a superficial seat merely to spare their feelings. This only defers the problem and can damage team morale.

Finding a New Seat

Instead, examine your [Accountability Chart](/qa/structure-before-people-accountability-chart) to identify another seat where they can provide significant value.

• Consider a specialized research and development role. This could allow them to focus on innovation without the burden of day-to-day operational demands.
• Explore a strategic advisory seat. Their historical knowledge and understanding of the company's vision could be invaluable in a high-level advisory capacity.
• Bring in a new leader who possesses the necessary capacity to run modern operations, especially with the accelerated pace of AI adoption.

This transition requires vulnerability and trust from all parties. Frame the conversation around what the business needs to achieve its goals, rather than focusing on individual shortcomings. Protecting a co-founder at the expense of the organization will ultimately damage both the partnership and the company's future. For more on navigating such transitions, consider how to handle a [long-tenured leader who lacks capacity](/qa/long-tenured-leader-lacks-capacity-gwc).

Related questions

• [How do you know it's time to hire a dedicated Integrator?](/qa/when-to-hire-coo-integrator)
• [How can AI optimize the Accountability Chart for EOS organizations undergoing exit planning?](/qa/how-can-ai-optimize-the-accountability-chart-for-eos-organizations-undergoing-exit-planning)
• [Should we create a dedicated AI Operations seat on our Accountability Chart, or integrate AI into existing seats?](/qa/ai-operations-seat-accountability-chart)
• [As the founder, how do I objectively assess my own GWC for a seat?](/qa/founder-bottleneck-gwc-assessment)
• [How do we manage a critical seat on our Accountability Chart when nobody wants it?](/qa/how-to-fill-unwanted-seats-accountability-chart)