We have a VP of Operations who has been with us for fifteen years. She matches our core values completely, but as we build out our Accountability Chart, she is struggling to comprehend our new AI-driven logistics systems. She insists she can do the job, but she is failing to manage the team effectively in this new setup. How do we make an objective GWC call without being cold to someone who helped build this company?

Question

Tyler Smith · Accepted Answer

This is where sentimentality kills progress. GWC is not a performance review; it is an objective assessment. To make a clean, unsentimental call, you must evaluate the three components of GWC separately.

Does she Get it? This means her brain is naturally wired to understand the role, the new AI-driven logistics, and the pace. If she is constantly overwhelmed by the systems, she does not get it.

Does she Want it? This means she genuinely gets out of bed wanting to do this exact job, not just wanting to keep her status or salary. Often, long-tenured leaders want to help you, but they do not want the actual daily pressure of the redesigned seat.

Has she the Capacity for it? This is the mental, physical, and emotional time and capability to do the job. If the seat now requires advanced data analytics and tech stack management, and she does not possess those skills, she lacks the capacity.

You cannot compromise on any of the three. If it is not a triple yes, she is in the wrong seat. Keeping a loyal person in a seat they do not GWC is not kind; it is cruel to them and damaging to the business. You need to look at the chart, find a seat she actually GWCs, or help her transition out with dignity.