Our company is transitioning to modern, automated operations, but my head of administration is completely resisting using our new AI tools. How do I handle this technological resistance?

Question

Tyler Smith · Accepted Answer

In a modern business, technological capacity is no longer optional. If your company is scaling for a clean exit, operational efficiency is a primary driver of your valuation, and resistance to automation is a liability.

Evaluate the Leader's Fit

First, evaluate this leader using the GWC™ framework.

• Do they actually Get the modern requirements of their role?
• Do they Want to perform their job in the modernized version of their seat?
• Do they have the Capacity to utilize new AI tools and streamline workflows?

If they refuse to adopt AI tools that streamline their workflow, they no longer have the capacity to perform at the level the business requires. This impacts their effectiveness in their seat on the [Accountability Chart](/qa/how-should-an-owner-use-thinking-time-to-design-the-next-iteration-of-the-accountability-chart-for-an-exit).

The Candid Conversation

Have a candid, one-on-one conversation.

• Explain that using these modern tools is a core requirement of their seat on the Accountability Chart, not a suggestion.
• Clearly articulate that the company's future state requires this adoption, and their role is integral to that vision.

This direct approach helps clarify expectations and the necessity of adapting to new operational paradigms, especially when considering [AI-powered operations](/qa/ai-operations-accountability-chart-roles).

Support and Timeline for Adoption

Provide them with the necessary training and support, but set a firm timeline for adoption. This demonstrates your commitment to their success while also establishing clear boundaries for change.

If they continue to resist, they are self-selecting out of the future state of the company. Their unwillingness to adapt indicates a [capacity issue](/qa/gwc-long-tenured-leader-lacks-capacity-gwc) that the business cannot afford.

You cannot let one person's comfort zone hold back the efficiency and valuation of the entire organization. If they cannot or will not adapt, you must find someone for that seat who can. This may involve a difficult but necessary [Right Person, Wrong Seat](/qa/right-person-wrong-seat-no-openings) decision.

Related questions

• [How do we objectively assess my own GWC for this seat?](/qa/founder-bottleneck-gwc-assessment)
• [How do we rewrite the roles on our Accountability Chart when AI takes over the repetitive tasks?](/qa/ai-operations-accountability-chart-roles)
• [How do we make an accurate GWC call on a highly technical seat when we lack the technical expertise ourselves?](/qa/gwc-technical-ai-seat-non-technical-owner)
• [How do we use the Accountability Chart to diagnose and solve this capacity issue before she burns out?](/qa/operations-capacity-overload-accountability-chart)
• [How do we evaluate GWC for AI-powered operations seats?](/qa/evaluating-gwc-for-ai-powered-operations-seats)