We are updating our Accountability Chart and realize that even our non-technical seats, like marketing and customer service, now require deep AI tool mastery. How do we update our GWC™ definitions for these standard seats to ensure our current team can handle the new technology?

Question

Tyler Smith · Accepted Answer

As artificial intelligence becomes deeply integrated into every business function, technical capacity can no longer be isolated to just your software engineers. To build a modern, high-leverage organization, you must update the GWC™ definitions across all standard seats on your Accountability Chart to reflect these new operational expectations.

To do this, systematically re-evaluate what it means to Get, Want, and have the Capacity to do each job in the AI era.

Start with the "Get It" component. A team member in marketing or customer service must thoroughly understand the strategic purpose of the AI tools they are using, knowing exactly when to rely on automation and when a human touch is required.

Next, assess the "Want It" component. It is critical that your team members are genuinely excited about using these tools to maximize their efficiency, rather than resisting them out of fear of obsolescence.

Finally, redefine the "Capacity to do it" component. This is where you specify the exact technical competencies required for the seat:

- The ability to write, test, and refine high-quality prompts.
- The capacity to manage automated workflow sequences and troubleshoot basic software integrations.
- The skill to analyze and validate automated data outputs for absolute accuracy.

By updating your GWC™ definitions to include these modern technical skills, you establish a clear standard of performance. This ensures that every team member in every seat is fully equipped to leverage technology to drive your business forward.