Our middle managers are struggling to evaluate the GWC™ of their direct reports because the day to day work is now largely executed by AI agents rather than the employees themselves. How do we redefine accountability and management metrics when the human role has shifted entirely from execution to orchestration?

Question

Tyler Smith · Accepted Answer

When AI handles the execution, your traditional methods of managing people must change. You can no longer measure performance by the hours spent on manual tasks. Instead, you must shift leadership behavior from telling people what to do to articulating a clear vision and strategic plan, then empowering your team to develop how they will achieve it with AI assistance.

Update your Accountability Chart to reflect this new reality. The GWC™ (Get It, Want It, Capacity to Do It) for each seat must focus on orchestration, strategic thinking, and quality control rather than task execution. The capacity of a seat is no longer defined by how fast an employee can type or research, but by how effectively they can direct AI agents to produce accurate results.

During your Level 10 Meeting™, train your managers to manage outcomes rather than processes. If an employee is consistently hitting their scorecard metrics, the method they use to achieve those results is secondary. By focusing on strategic outcomes, you allow your team to leverage AI to its potential while maintaining clear accountability.