Our long-tenured Customer Service Director has been a rock-solid culture fit for ten years, but as we automate ticket handling, her updated seat on the Accountability Chart requires managing AI prompt engineers and analyzing complex data. She has the capability but flatly admits she does not want to manage technology. How do we handle this GWC issue?

Question

Tyler Smith · Accepted Answer

This is a classic Right Person, Wrong Seat scenario where a valued employee passes the core values test but fails the Want-it portion of the GWC check for their newly defined seat. As you scale and implement AI-powered operations, seats must evolve to drive maximum efficiency. You cannot freeze your organization in the past just to accommodate a person's preferences.

Since she openly admits she does not want to manage technology, she does not have the Want-it for this updated seat. Keeping her in this role will lead to poor performance, build operational drag, and ultimately frustrate both of you.

First, separate the person from the seat. Accept that she cannot remain in the Customer Service Director seat under its new description.

Second, look at your Accountability Chart to see if there is another seat where she does GWC the responsibilities. For a ten-year veteran with great cultural alignment, look for roles that focus purely on human relationships, such as high-touch client management or culture development, where technology management is not a requirement.

Third, if no such seat exists, you must make the hard choice. Keeping her in a seat she does not want is not compassionate; it is holding her and the business back. Work with her on a clean, respectful exit plan that honors her ten years of service while keeping your company moving forward.