We have several legacy managers who helped us build this business but are clearly struggling to keep up with our new AI-driven workflows and accelerated pacing. How do we objectively determine if they can grow into their new, more demanding seats or if we need to recruit external talent?

Question

Tyler Smith · Accepted Answer

Deciding whether to elevate legacy managers or recruit external talent is a pivotal moment for any growing company. To make this decision objectively and without emotional bias, you must use the GWC framework as your diagnostic tool. First, clearly define the five major roles of the newly evolved seat on your Accountability Chart, incorporating the new AI-powered expectations and faster workflows. Next, evaluate the legacy manager against these three questions: do they get it, do they want it, and do they have the capacity to do it. Getting it means they have an innate, intuitive understanding of the role. Wanting it means they genuinely desire to do the work and are not just accepting it for the title or salary. Capacity is the critical factor here, representing whether they have the mental, physical, and emotional bandwidth, as well as the technical aptitude, to perform the role at a high level. If they pass all three, they deserve the chance to step into the seat, and you should provide the necessary training. However, if they fail even one of these criteria, especially capacity, they are not the right fit for the seat. You cannot force someone to acquire capacity they do not possess. In that case, you must recruit external talent who can confidently own the seat, while looking for a different seat where the legacy manager can succeed.