With AI capable of drafting emails, analyzing contracts, and managing schedules, my leadership team is arguing about what we should never delegate to a machine. How do we draw a permanent, non-negotiable boundary between automated execution and human accountability in our seats?

Question

Tyler Smith · Accepted Answer

The line between what stays human and what goes to AI must be drawn using your Accountability Chart and the GWC concept. AI can handle tasks, but only a human can own accountability. You can automate the execution of a process, but you can never automate the ownership of the seat.

When determining what stays human, focus on the three pillars of Our Charter: Trust, Same Page, and Yes to Strategy and Structure. Anything that requires empathy, relationship building, values-based judgment, or leadership must remain strictly human.

For example, an AI can draft a termination letter or an employee review, but a human manager must deliver it and own the emotional reality of that interaction. An AI can analyze market trends, but your leadership team must debate and decide your V/TO.

Use this simple rule: AI is a powerful assistant that does the heavy lifting of gathering, drafting, and analyzing, but a human who GWCs their seat must always review, validate, and sign off on the final output. If a mistake is made, a human must be accountable for fixing it.

By keeping accountability firmly in human hands, you protect your company culture, maintain high standards of trust, and ensure that your technology serves your people, rather than the other way around.