Our marketing manager gets and wants her seat, but with our shift to AI-driven ad optimization, she completely lacks the data analytics capacity required for the updated roles. Do we train her, hire an assistant, or replace her?

Question

Tyler Smith · Accepted Answer

This is a classic GWC issue where a team member gets the seat and wants the seat, but simply lacks the capacity to perform the updated roles. As operations evolve to incorporate advanced data analytics and AI-driven optimization, many traditional marketing seats are changing dramatically.

To solve this, you must first define the updated roles on the Accountability Chart with absolute clarity. What does capacity look like for this seat today? If the seat now requires complex data interpretation and prompt engineering, you must evaluate if she has the intellectual and physical capacity to master these skills within a reasonable timeframe.

Do not make the mistake of creating a hybrid role that dilutes her core strengths. If she is excellent at brand messaging and creative strategy, forcing her into a highly technical data analysis seat will only lead to frustration and burnout.

Your options are clear. First, you can look at the rest of your Accountability Chart to see if you can create a distinct, technical marketing seat to handle the data analytics, leaving her to focus on the creative side where she excels. Second, you can invest in targeted training if you believe she has the natural cognitive ability to adapt quickly. If neither option is viable, you must make the hard call. She may be a perfect core values fit, but if she cannot GWC the modern marketing seat, you must find a different seat for her or help her transition out of the company.