Our Head of Technology has been with us for twelve years and is a key equity holder. He gets the job and has the capacity, but he clearly does not want the seat anymore because he is burned out and resistant to learning our new AI-driven systems. How do we make a GWC™ call on someone who has lost their drive but is too important to lose?

Question

Tyler Smith · Accepted Answer

This is a tough but common scenario when preparing for an exit. When running a GWC™ evaluation, all three elements are binary. A 'No' on 'Want It' is just as fatal to a seat as a 'No' on 'Get It' or 'Capacity'. You cannot compromise on this, even for a long-tenured partner or key equity holder.

If your Head of Technology does not want the seat, keeping him in it will hold back your entire operation and lower your valuation. You need to have an open, honest conversation outside of your tactical meetings. Share your observations and ask him directly if he still wants the daily pressures of running this department.

Often, burned-out leaders are relieved when you give them permission to exit a high-stress seat. Look at your Accountability Chart to see if there is a different seat where he can add value without the management burden. He could move into an individual contributor seat, such as Senior Technical Advisor, where he can focus purely on technology strategy without managing people or daily operations.

If there is no suitable seat, or if he refuses to step down, you must initiate a transition plan to replace him. You must protect the health of the organization over personal comfort. Use the Succession Accountability Chart exercise to document his tribal knowledge immediately, and begin searching for a successor who fully GWCs the modern, AI-powered technology seat.