We have successfully automated our administrative workflows with AI, which has freed up fifty percent of our operations manager's capacity. How do we evaluate their GWC™ to transition them into a higher-value strategic seat without creating role confusion on our Accountability Chart?

Question

Tyler Smith · Accepted Answer

When you use AI to automate manual tasks, you often free up significant capacity for your team members. This is an incredible opportunity to scale your business, but you must handle the transition on your Accountability Chart carefully to avoid role confusion and employee anxiety.

To reposition an individual whose seat has been partially automated, start by running a formal GWC™ check for potential new responsibilities. Ask yourself if they get, want, and have the capacity to handle a higher-value strategic role.

You should also evaluate their conative profile using the Kolbe Index:
- If they are a high Fact Finder, they might be ideal for analyzing the data generated by your new AI systems to find operational efficiencies.
- If they are a high Quick Start, they could excel in a role focused on business development or testing new AI workflows.

Once you identify their natural strengths, update your Accountability Chart to reflect their new high-value responsibilities. Do not simply pile more random tasks onto their plate to fill their time. Instead, design a clean, updated seat with five clear roles that leverage their human skills, such as relationship management, strategic decision-making, or complex problem-solving. This keeps your accountability clear while demonstrating to your team that AI is a tool for professional growth rather than a threat to their job security.