Our Head of Account Management has been here for nine years, knows our original clients inside out, and has great core values alignment. However, we are moving to automated AI-driven customer success tracking and she simply does not have the technical capacity to run the reports or lead a modern data-driven team. She wants to stay, but she does not GWC the newly evolved seat. How do we handle this GWC shortfall without losing her invaluable historical knowledge and client relationships?

Question

Tyler Smith · Accepted Answer

This is one of the hardest decisions an owner has to make, but you must remain objective. On the EOS Accountability Chart, every seat must be filled by a person who gets it, wants it, and has the capacity to do it. This is the GWC™ test.

When a long-tenured leader lacks the capacity for a newly modernized seat, you have a Right Person, Wrong Seat situation. She matches your core values, which makes her a Right Person. However, she does not have the capacity to manage the AI-driven data and automated customer success systems required for the seat, making it the Wrong Seat.

To resolve this, you must first design the ideal seat on the Accountability Chart based on what the company needs to hit its goals, without thinking about her. Once that seat is defined, conduct an honest GWC™ assessment. If she is a No on Capacity, you must move her out of that seat. Keeping her there will frustrate her, burn out her team, and stall your operational scaling.

Because she is a Right Person who loves the company culture, look for another seat on the Accountability Chart where she can shine. This might be a highly specialized, non-management client relations seat where her nine years of historical knowledge and strong relationships are a competitive advantage. If no such seat exists or can be created within your budget, you must have an honest, compassionate transition conversation.