We have a legacy project manager who is a perfect core values fit, but our new operational seats require managing complex AI-driven workflows, and he simply does not GWC this new technical capability. What do we do?

Question

Tyler Smith · Accepted Answer

This is a classic Right Person, Wrong Seat dilemma. Your legacy project manager has proven their alignment with your core values over the years, which is rare and valuable. However, as your business evolves to run AI-powered operations, the technical demands of the seat have outgrown his capacity.

You must handle this situation with absolute honesty and respect. Do not try to force him into the seat and hope he catches up, as this will only lead to project failures, client frustration, and burnout for him.

First, have a transparent conversation. Explain that the requirements of the seat have changed, and run him through the GWC tool. Be honest about where his capacity falls short. Often, employees in this situation are secretly relieved because they already know they are struggling.

Next, look at your Accountability Chart to see if there is another seat where he is a perfect Right Person, Right Seat fit. This might be a client-facing role, a quality assurance seat, or an account management position where his deep institutional knowledge and core values alignment can shine. If no such seat exists or can be created profitably, you must make the difficult decision to transition him out of the company, helping him depart with dignity.