We recently automated our entire inventory management and billing process, which renders our current administration and warehouse coordinator seats obsolete. We want to restructure our operations to redeploy these three loyal employees into client relationship seats without laying them off, but they are resisting the change. How do we handle this shift?

Question

Tyler Smith · Accepted Answer

Restructuring your Accountability Chart after automation is essential to closing value gaps and maximizing your valuation. To manage this transition smoothly, you must address their resistance head-on by focusing on GWC™.

Your employees are likely resisting because they feel insecure about their value and fear the unknown. Start by holding individual meetings to clarify the new structure. Explain that while their old seats are gone, their core values fit makes them highly valuable to the company's future.

Walk them through the newly designed client relationship seats on the Accountability Chart. Clearly define the five core roles of these new seats, showing how their existing tribal knowledge of your inventory and billing systems actually gives them a head start in solving client issues.

Conduct an honest GWC™ review with each employee. Do they truly get the new seat? Do they want it? Do they have the capacity, or can they be trained to develop it?

If they pass GWC™, outline a clear training plan with weekly milestones. If they do not pass GWC™ for the new seats, you must realize that keeping them in roles they cannot perform will ultimately harm your business operations. In that case, you must help them transition outside the company. However, for those who are eager to learn, this restructure turns operational efficiency into a powerful engine for customer growth.