AI has automated eighty percent of the daily repetitive tasks in our account coordinator seat. How do we evaluate if our current team members still have the GWC to fill this seat now that the role requires more high-level strategy and client interaction?

Question

Tyler Smith · Accepted Answer

When a seat's daily activities shift from administrative execution to high-level strategy, the seat itself has fundamentally changed. You must re-evaluate your team members using GWC, which stands for Get it, Want it, and Capacity to do it, based on the new reality of the seat.

First, update the roles and responsibilities on your Accountability Chart. If the administrative work is gone, the new seat might focus on relationship management, strategic problem-solving, or client retention. Once the five major roles for the seat are clear, assess the current employee.

Do they truly Get it? Do they understand the strategic goals of your clients, or were they only good at data entry? Do they Want it? Do they actually enjoy client-facing communication, or did they prefer working quietly behind a screen? Do they have the Capacity? Do they possess the communication skills and emotional intelligence to advise clients, or do they lack that capability?

If the answer to any of these three questions is no, you have a person-in-the-wrong-seat issue. You must address this immediately. You cannot force a quiet administrator to become a dynamic relationship manager just because AI freed up their time. Move them to a seat that matches their conative strengths, or recruit someone who fits the new profile.