GWC™

GWC is applied seat by seat against the Accountability Chart™, and it comes up in the quarterly conversation and in every hiring argument. EOS holds that training can lift capacity, that wanting it cannot be coached, and that getting it either happens in the first months or does not happen. A no on any letter goes on the Issues List.

The value is that it separates three failures managers usually blur into one word about attitude. Somebody who does not get it needs a different seat. Somebody who does not want it needs an honest conversation about what they would rather do. Somebody short of capacity may only need time or hours, which is the cheapest of the three to fix.

Worked example: A design studio promoted its best designer to run the team. She got it and had the capacity. Six months in, a Friday one-to-one turned up the rest: she did not want it, and had been doing her own client work at night to stay sane. They split the role, moved the people management elsewhere, and kept her.

Sources: Traction, Gino Wickman, chapter on People; How to Be a Great Boss, Gino Wickman and Rene Boer