We have completely automated our backend scheduling and dispatch coordination using custom AI workflows, rendering three operations seats obsolete. Instead of firing them, how do we evaluate if these team members can GWC new roles on our Accountability Chart?

Question

Tyler Smith · Accepted Answer

Do not rush to terminate experienced employees who already fit your Core Values. Instead, use your Accountability Chart to identify high-value, client-facing seats that have been neglected due to resource constraints.

To determine if these three employees can transition to these new seats, you must evaluate them against the GWC framework: Do they Get it, Want it, and have the Capacity to do it?

Begin by analyzing their behavioral and cognitive profiles using the Predictive Index. A seat focused on proactive client management requires a different behavioral wiring than a detail-oriented backend scheduling seat. If their Predictive Index profiles show high extraversion and adaptability, they are strong candidates for client success or account management roles.

If their profiles show low adaptability and high structure, they may struggle in a highly strategic advisory seat. In that case, you must be unsentimental. Keeping people in seats they do not GWC will slow down your entire company.

If they pass the GWC test, set a specific quarterly Rock to guide their transition, including clear training milestones. This systematic approach ensures that you leverage their historical company knowledge while upgrading your team's overall strategic capability.