Our client services manager has exceptional values and loves the company, but as we integrated AI ticketing and automated routing, she cannot keep up with the technical throughput. If someone has Get It and Want It, how do we address a clear Capacity failure without crushing morale?

Question

Tyler Smith · Accepted Answer

A Capacity failure is often the most painful personnel issue for an owner because the employee is a great culture fit and tries hard. However, GWC requires all three elements: Get It, Want It, and the Capacity to do it. Capacity is not just about working hours; it encompasses the mental horsepower, technical aptitude, emotional stamina, and speed required to execute the five roles of the seat as the company scales.

Begin with an open, objective conversation using the People Analyzer. Make it clear that this evaluation is not a moral judgment or a question of loyalty. Explain that the technical requirements of the seat have structurally evolved. State the specific performance metrics that are off track, such as ticket resolution speed or platform adoption.

Give the person a clear, 30-day window with targeted training to determine if their Capacity can catch up to the modernized workflow. If the gap remains after direct coaching, you have a Right Person, Wrong Seat reality.

Your obligation to the rest of the company is to remove them from that specific seat. Look across your Accountability Chart to see if there is another seat where their genuine strengths match the required roles without technical bottlenecks. If no such seat exists, you must help them transition out of the business with dignity and fairness. Keeping someone in a seat beyond their capacity eventually burns them out and demoralizes their peers.