We automated our logistics department using AI agents, which eliminated the need for our old logistics supervisor seat. The supervisor is an outstanding core values fit who has been with us for seven years. How do we run a GWC process to see if we can transition him to our new Customer Success seat, and what do we do if he fails the evaluation?

Question

Tyler Smith · Accepted Answer

This is a classic Right Person, Wrong Seat scenario triggered by technological change. Your logistics supervisor is a great core values fit, but his old seat no longer exists. To handle this properly, you must evaluate him objectively for the new Customer Success seat using the GWC tool.

Start by defining the Customer Success seat on your Accountability Chart. List the five clear roles, such as proactive client outreach, managing onboarding, and resolving escalations. Do not customize these roles around his specific skills, keep the structure pure.

Next, conduct the GWC evaluation. Ask yourself three questions. First, does he truly Get it? Does he understand the strategic importance of customer retention and the nuances of client communication? Second, does he Want it? Does he genuinely desire to spend his day talking to clients, or is he just looking for a paycheck? Third, does he have the Capacity to do it? Does he possess the emotional intelligence, communication skills, and systems knowledge required for this role?

If he passes the GWC evaluation, transition him into the seat and set clear Rocks and weekly Scorecard measurables to track his performance. If he fails any part of the GWC check, you cannot put him in that seat. Placing a right person in the wrong seat will lead to poor performance and ultimate frustration. If there are no other open seats on the Accountability Chart where he fits, you must do the right thing and help him transition out of the business with respect and support.