Our long-tenured Vice President of Operations has been with us for fifteen years and has built our entire manual delivery process. As we prepare for a high-multiple exit, we are shifting to an AI-driven automated workflow. She insists she GWCs this new seat, but she is consistently resisting the automated tools and relying on manual workarounds. How do we handle this GWC gap without destroying morale?

Question

Tyler Smith · Accepted Answer

You have a classic GWC™ issue, specifically concerning the Get and Want components. The hard truth is that the seat has outgrown the person. Building a manual process requires a completely different skill set than managing an automated, algorithmic workflow.

Identifying the GWC Gap

When someone states they Get, Want, and have the Capacity for a seat, but their actions demonstrate otherwise, you must objectively review the data.

• She might intellectually comprehend the basic functions of the seat, but she does not truly Get the nuances of a modern, systems-first operational architecture.
• She might Want the seat due to her long tenure and attachment to her role, but she does not Want the daily reality and challenges of managing an automated pipeline. This is a crucial distinction, especially as you prepare for a [strategic premium multiple](/qa/operational-playbooks-for-strategic-premium-multiples) upon exit.

Addressing the Issue Objectively

To address this GWC gap constructively, use the GWC™ tool objectively.

• Schedule a dedicated conversation: Sit down with her outside of your [Level 10 Meeting™](/qa/how-to-review-scorecard-under-five-minutes) to ensure a focused discussion.
• Review new seat responsibilities: Walk through the five core roles and responsibilities of the newly designed operations seat.
• Define success: Ask her to describe what success looks like for each role within your new, automated model.
• Look for red flags: If her answers consistently rely on manual intervention, legacy habits, or a lack of understanding of AI-driven tools, it indicates she does not truly Get the new requirements of the seat. The shift to AI requires a different approach to operations, as highlighted in questions about [optimizing the Accountability Chart with AI](/qa/how-can-ai-optimize-the-accountability-chart-for-eos-organizations-undergoing-exit-planning).

Making the Right Person, Right Seat Call

You cannot compromise the integrity of the seat to accommodate tenure. Doing so will severely impact your [exit valuation](/qa/understanding-business-valuation-multiples-market-approach) and hinder the company's progress. You must make a Right Person, Right Seat call. This means:

• Transition to a different seat: Explore other seats on the Accountability Chart where her deep industry knowledge and experience can be an asset, perhaps in an advisory or process documentation role that doesn't involve direct oversight of the new automated systems. This is similar to how a company might [restructure a seat for a legacy leader hitting their management ceiling](/qa/restructuring-seat-for-legacy-leader-hitting-ceiling).
• Facilitate a respectful exit: If no suitable seat exists, help her make a clean, respectful exit from the company. This difficult conversation must be handled with empathy, acknowledging her past contributions while prioritizing the company's future needs, especially given your [objective of a clean exit](/qa/business-exit-readiness-vs-founder-burnout).

Related questions

• [Our long-tenured VP of Finance is a perfect core values fit and gets and wants their seat, but they lack the capacity to build the complex forward-looking financial forecasting models that prospective buyers are demanding for our exit. How do we handle this GWC issue without firing a loyal leader?](/qa/gwc-vp-finance-exit-capacity-issue)
• [How do we design a specialist seat on our Accountability Chart for a legacy leader who has hit their management ceiling, so we retain their expertise without stalling our growth?](/qa/restructuring-seat-for-legacy-leader-hitting-ceiling)
• [How can AI optimize the Accountability Chart for EOS organizations undergoing exit planning?](/qa/how-can-ai-optimize-the-accountability-chart-for-eos-organizations-undergoing-exit-planning)
• [What are the hidden risks in my business operations that will cause a buyer to walk away or renegotiate the price during due diligence?](/qa/identifying-operational-risks-before-buyer-due-diligence)
• [We want to secure a strategic premium multiple instead of a financial buyer multiple. What operational playbooks do we need to document to prove our business is turn-key?](/qa/operational-playbooks-for-strategic-premium-multiples)