We have an incredibly talented junior software engineer who gets it and wants it, but they lack the professional experience to sit in our new Lead AI Architect seat. Can we keep them in the seat while they build their capacity over the next year?

Question

Tyler Smith · Accepted Answer

This is a common dilemma when fast-growing companies need to fill sophisticated, high-level seats. You have a great core values fit who gets the vision and wants the responsibility, but they lack the professional capacity today. Keeping them in a seat they cannot yet fully own is a major mistake that will hurt both the business and the employee.

In the EOS framework, a Right Person, Right Seat call is binary. If someone lacks the capacity today, they are in the wrong seat. Capacity includes knowledge, experience, and emotional intelligence. If you leave this junior engineer in a seat that is too big for them, they will likely burn out, make costly mistakes, and stall your AI integration efforts.

Instead, create a structured developmental path. Keep them in a junior or mid-level software engineering seat where they currently have one hundred percent GWC. Clearly define the Lead AI Architect seat on your Accountability Chart and keep it open, or fill it with an experienced fractional leader.

This fractional leader can then mentor your junior engineer, actively building their capacity over the next twelve months. Outline specific milestones they must reach to prove they are ready for the promotion.

This approach keeps your operations running smoothly with experienced oversight, protects your junior employee from failing, and provides them with a clear, motivating career path. Never compromise the integrity of a seat on your Accountability Chart for comfort.