We are integrating advanced AI automation tools into our workflows, which requires our Head of Operations to oversee complex software integrations. He is a phenomenal culture fit and gets and wants the seat, but he simply lacks the technical capacity to manage this modern technology. How do we handle this GWC™ issue?

Question

Tyler Smith · Accepted Answer

This is a classic GWC™ breakdown. When a seat evolves due to technological change or business growth, a loyal employee who was once a perfect fit can suddenly find themselves in the wrong seat. Because your Head of Operations gets and wants the seat, you have a hard decision to make.

You cannot compromise on the capacity requirement. If the seat now requires technical oversight of AI workflows and your leader lacks that capability, keeping him in the seat will stall your automation efforts and hurt your margins. You must make a Right Person, Right Seat call.

First, determine if the technical capacity can be taught quickly. If it cannot, you must move him out of that seat. Because he is a perfect core values fit, look for another seat on your Accountability Chart where he does have the capacity to succeed. Perhaps he can lead client onboarding or a human-centric operational seat.

Once he is transitioned, you must fill the Head of Operations seat with someone who fully GWC's the new automated model. Do not let sentimentality prevent you from building the high-performing, tech-enabled structure your business needs to achieve a clean exit.