We are ready to transition several of our administrative and coordinator roles into AI-augmented strategic seats, but we are struggling to define what their new daily expectations should be. How do we rewrite our job descriptions and GWC™ criteria for roles that are being radically transformed by AI?

Question

Tyler Smith · Accepted Answer

When AI handles the bulk of manual execution, the daily expectations for your roles must shift from task completion to strategic orchestration. To successfully transition these administrative seats, you must redefine what it means to have the capacity to do the job within the GWC™ framework.

Start by removing low-value tasks from their seat roles on the Accountability Chart. Replace them with high-impact priorities, such as system monitoring, quality assurance, and proactive client communication. Your new job descriptions should focus on outcomes, not hours spent typing or filing.

When evaluating these roles for GWC™, your definition of capacity must evolve. Capacity is no longer about how fast an employee can manually enter data. It is about their ability to orchestrate AI tools, identify operational bottlenecks, and analyze automated outputs for accuracy.

Make it clear to your team that their value is measured by their strategic judgment and their ability to leverage technology to scale their output. Gradually evolving your roles in this manner ensures your employees invest their time in high-value priorities, keeping your headcount lean and your profitability high as you prepare your organization for future growth or a clean exit.