We have automated our entire customer billing and invoice reconciliation using AI. The manager in this seat has great Core Values fit, but they no longer understand how the background systems work. How do we evaluate if they still have the GWC to lead, manage, and hold their team accountable now that the seat is highly technical?

Question

Tyler Smith · Accepted Answer

When a department becomes highly automated, the definition of the seat on your Accountability Chart® changes. To evaluate if your current manager still has the GWC™ (Gets it, Wants it, Capacity to do it) for this updated seat, you must look closely at the Capacity component.

Capacity is not just about having enough hours in the day. It is about having the mental, emotional, and physical capability to perform the role successfully. In an AI-driven department, the manager no longer needs to manually process transactions, but they must have the capacity to understand the logic, flow, and potential failure points of the automated systems.

If your manager cannot explain how the data flows from billing to reconciliation, or if they are unable to identify when the AI is making mistakes, they lack the technical capacity for this new seat. They will struggle to lead, manage, and hold their team accountable (LMA) because they cannot diagnose operational errors.

Start by having an honest conversation. Share your observations and offer targeted training to help them understand the new workflow. If they struggle to grasp the systems after training, or if they show no desire to learn, they no longer fit the seat. You may need to transition them to a seat that aligns with their natural strengths and find a manager who has the technical capacity to run an automated operation.