We have a leadership team member who excels in their current seat but wants to transition into a newly created AI Operations seat that they do not actually GWC™. How do we tell a high-performing legacy leader that they do not have the capacity or skills for this new tech-focused role?

Question

Tyler Smith · Accepted Answer

You must address this situation with absolute honesty, using the GWC™ filter. It is common for a loyal, high-performing leader to want to jump on the next big trend, but placing someone in a seat they do not GWC™ is a recipe for operational failure.

Sit down with this leader and walk them through the exact accountabilities of the newly created AI Operations seat on your Accountability Chart. Break down what it truly means to Get It, Want It, and have the Capacity to Do It for this specific role.

Explain that "Get It" means having a deep, intuitive understanding of how AI systems integrate with your operations. "Capacity" means having the technical skills and time to manage complex data flows and software integrations. Help them see the gap between their current strengths and the technical demands of this new seat.

Reassure them of their immense value in their current seat. Explain that the company's success depends on them continuing to master their existing responsibilities. Frame the decision as a way to protect them from burnout and failure. By keeping the conversation objective and focused on the needs of the Accountability Chart, you preserve their dignity, protect the business, and maintain team alignment.