Our long-time Head of Operations is a stellar core values fit and has been with us for a decade. However, we have modernized our operations with automated scheduling and tracking tools, and he simply does not GWC the newly upgraded seat. He is in denial, insisting he just needs more time or more staff. How do we conduct an objective GWC check that makes the gap clear to him without destroying his morale?

Question

Tyler Smith · Accepted Answer

Running a GWC™ check on a legacy leader requires you to separate your personal affection for them from the cold reality of what the seat requires. When a seat is modernized with automation and digital tools, the capacity required to fill that seat changes dramatically.

To conduct an objective check, do not talk in generalities. Use the GWC™ tool with specific, measurable evidence.

First, evaluate Get It. Does this leader truly understand the mechanics of the automated systems, or are they relying on subordinates to do the thinking?

Second, evaluate Want It. Do they genuinely wake up wanting to run an automated department, or are they constantly complaining about the new technology and wishing for the old days?

Third, evaluate Capacity. This is usually where legacy leaders fail in modernized seats. Do they have the intellectual and emotional capacity to manage data-driven workflows, or are they overwhelmed by the technical demands?

Sit down with the leader and lay out the five roles of the seat on the Accountability Chart. Show them the specific metrics where they are falling short. Explain that the business has grown, the seat has evolved, and they are struggling to keep up. Frame the conversation around the needs of the seat, not their worth as a person.