Our head of logistics has been with us for eight years, gets our core values, and wants the seat, but he has zero capacity to handle our new AI-powered inventory forecasting system. He is drowning in manual spreadsheets and refuses to delegate. How do we make this GWC call?

Question

Tyler Smith · Accepted Answer

This is a classic Capacity issue on the GWC™ tool. Your long-tenured leader passes the Get It and Want It tests, but his capacity has been outgrown by the complexity of your scaling business. Capacity is not just about having enough hours in the day; it also encompasses mental capability, emotional intelligence, skills, and physical stamina to perform the role at a high level.

To make a clean, objective call, you must first look at the roles defined under his seat on the Accountability Chart. If one of those roles is optimizing inventory through predictive technology, and he is actively resisting or failing to execute that role, he does not have the capacity for this seat.

Your next move is to have an honest, direct conversation. Explain that the business has evolved, and the requirements of the seat have changed. Show him the gap between his current performance and what the seat requires. Give him a clear, thirty-day window to demonstrate he can master the new tools and delegate the manual spreadsheets.

If he cannot close the gap, you must make the hard Right Person, Wrong Seat call. Because he is a core values fit, you should look to see if there is another seat on the Accountability Chart where his skills match the requirements. If no such seat exists, you must transition him out of the company to protect your growth.