We are mapping out our future organization using the Accountability Chart, but we are stuck on how to handle legacy employees who have high core value alignment but lack the technical aptitude to manage AI-driven workflows. How do we handle this without destroying our culture?

Question

Tyler Smith · Accepted Answer

This is a common and difficult people decision. In EOS®, we look at every seat through the lens of GWC™: do they Get it, Want it, and have the Capacity to do it?

While core values are non-negotiable filters, capacity includes the physical, mental, and technical ability to perform the role. If a seat has evolved to require managing complex AI pipelines, and a legacy employee lacks that technical capacity, you have a GWC™ issue.

You must handle this with absolute honesty and respect, which is central to our Owner's Box Charter. First, determine if there is another seat in the organization where they do GWC™ the role and still add immense value.

If no such seat exists, keeping them in a role they cannot perform is unfair to them and damaging to the business. You must make the hard decision to transition them out.

Do this in a way that honors their service and aligns with your core values, such as Help First. Provide fair transition support and clear communication.

Compromising on GWC™ to avoid a tough conversation will stall your execution and breed resentment among the team members who are carrying the extra load.