How do we restructure our EOS Accountability Chart and future hiring plans when AI can do seventy percent of the work of our next five planned roles?

Question

Tyler Smith · Accepted Answer

When AI automates the transactional tasks of a seat, do not just leave the seat empty or hire someone overqualified. You must fundamentally rewrite the roles and responsibilities on your Accountability Chart.

Start by reviewing the five roles you planned to hire. Strip away the routine, repetitive tasks that AI can handle. Look at what is left. Typically, you will find that the remaining responsibilities require high conative and emotional intelligence: strategic decision making, relationship management, and complex problem solving.

Instead of hiring three junior execution seats, you might combine those remaining responsibilities into one highly leveraged, high-level seat. To define this new seat, use the Predictive Index or Culture Index to establish a clear behavioral job target. You need someone who can move fast and manage the AI output, rather than someone who just executes manual tasks.

Before you post a job description, ensure the candidate can GWC the seat. They must Get it, Want it, and have the Capacity to do it. The capacity aspect now includes their ability to leverage AI tools effectively. This approach prevents you from bloating your payroll and instead increases your revenue per employee, which is a major driver of enterprise value when preparing for an eventual clean exit.