Our Head of Logistics has been with us for eight years and is a perfect core values fit, but our shift to an AI-driven, automated inventory system means his seat has fundamentally changed. He claims he GWC's the new seat, but his department is constantly missing targets. How do we handle this right-seat call for a loyal executive who believes he is doing fine?

Question

Tyler Smith · Accepted Answer

This is one of the hardest calls an owner has to make. Your Head of Logistics has loyalty and core values alignment, but the seat has evolved. If he does not truly GWC™ the new AI-driven, automated inventory seat, keeping him there will bottleneck your growth and hurt your exit valuation.

To address this, have an honest, objective conversation using the GWC™ tool.

- Get: Does he truly understand the cognitive demands, systems, and pace of an automated logistics department?
- Want: Does he genuinely want to do this specific job, or does he just want the status and salary of being a director?
- Capacity: Does he have the actual capability, training, and mental capacity to manage an AI-integrated system?

Be direct. Show him the gap between his current output and the metrics required for the seat. If he lacks the capacity, you must remove him from that seat. Keeping him in a seat he cannot master is unfair to him and dangerous for your business.

Since he is a core values match, look for another seat on the Accountability Chart where he does GWC™ the roles. This might be a customer-facing role or a specialized logistics advisory seat that does not involve managing the automated systems. If no such seat exists, you must transition him out of the company with dignity and respect.