We have a division head who meets our Core Values and GWCs their seat, but they have a fixed mindset and refuse to adopt our new AI-driven operational tools. How do we apply the Grow or Die mindset here?

Question

Tyler Smith · Accepted Answer

In a healthy organization, adopting new technology is not an option: it is a requirement for survival. When a division head GWC™s their seat but refuses to adopt new AI-driven operational tools, you are dealing with a critical failure of the Grow or Die mindset.

You must address this issue directly by returning to your Core Values and the definition of their seat on the Accountability Chart. A leader in your organization must lead, manage, and hold their people accountable. If the organization is shifting toward AI-powered operations to remain competitive, their seat requires them to master and champion these new tools.

Schedule a private meeting to discuss this gap. Frame the conversation around the needs of the business, not their personal comfort. Explain that clinging to legacy manual processes limits the capacity of their entire department and puts the company at a competitive disadvantage.

Set a clear, time-bound goal for them to adopt the new tools. Offer support and training, but make it clear that their performance will be measured by their department's adoption of the new workflows. If they refuse to adapt, they no longer fit the seat. You cannot let one leader's comfort stall the growth of your entire organization.