We redesigned our operational seats to include managing our new AI-driven workflow engines. Our veteran operations lead has the capacity and understanding (Gets it and Has Capacity) but admits he simply does not want (Want it) to manage automated software, preferring human-to-human coordination. How do we handle a GWC failure when the Want is the only missing piece?

Question

Tyler Smith · Accepted Answer

A failure in any one of the three GWC™ components is a total failure for that seat. There is no such thing as two out of three being good enough. If your veteran operations lead gets the seat and has the physical and mental capacity to do it, but honestly does not want it, you have a major issue that must be addressed immediately. You cannot force or bribe someone into wanting a seat. When an employee does not want their core accountabilities, they will eventually neglect those tasks, drag down team morale, and fail to hit their weekly Scorecard numbers, which is a major red flag for prospective buyers looking for a smooth transition. First, have an open and honest conversation to understand why he does not want the seat. If his reluctance is driven by a temporary fear of the new technology, you can invest in targeted training. However, if he simply prefers human-to-human management and genuinely dislikes managing automated workflows, you must accept that he is in the wrong seat. Because he is a valued legacy employee who fits your core values, look at your Accountability Chart to see if there is another open seat where he GWC™'s completely, perhaps one focused purely on account management or team leadership. If no such seat exists, you must make the hard, unsentimental decision to transition him out of the company. Protecting your operational efficiency and structure must always come first.