Does your team really get what they’re supposed to do, actually want to do it, and have the capacity to make it happen?
Figuring out if people are really fit for the seats they’re in can be challenging. An effective method to solve this is GWC: Get it, Want it, Capacity to Do it.
By looking through this lens, you can better identify whether someone is set up to thrive—or if they may be a misfit for their role.
We’re sharing what we’ve learned by using this framework with our own team at Patrick Accounting. You’ll learn how each part of GWC plays into building a high-functioning team and what to do if there’s a mismatch.
First, let’s explain what GWC means so you can start using it with your team.
What is GWC?
The GWC framework breaks down into three key questions you should be asking about every team member to determine if they’re the right fit for their role:
Get It: Do they truly understand the role’s purpose and responsibilities?
Want It: Are they genuinely motivated to do the job?
Capacity to Do It: Do they have the skills, resources, and time to meet the demands?
Using GWC can help you look closely at each team member’s role fit and pinpoint any areas that might need adjustment.
1. Do They “Get It”?
When we talk about whether someone “gets it,” we’re asking if they truly understand what the role involves. This is more than just knowing the job description; it’s about grasping the role’s core purpose and how it fits into the bigger picture. If you find yourself explaining the same tasks or expectations repeatedly, that’s a red flag.
This part of GWC can be a challenge in growing organizations where roles shift and evolve. Sometimes a person who excelled in one position may not fully “get” the responsibilities of a new one—especially if the role hasn’t been clearly defined. This is a classic mistake when promoting people based on current performance rather than readiness for new responsibilities.
What does “Get it” look like?
- Employees understand both the big picture and the day-to-day expectations of their role.
- They don’t need constant reminders about what needs to be done; they intuitively grasp the work.
- They can navigate challenges and make decisions that align with the company's goals.
What Leaders Can Do:
- Clearly outline the role and responsibilities, ideally in writing, and check for understanding.
- Have regular check-ins to ensure the individual is still aligned with the role’s evolving demands.
2. Do They “Want It”?
The “Want It” part of GWC digs into motivation. Does the person genuinely want to be in this role, with all its responsibilities and challenges? Sometimes, people are drawn to a position because of its title, pay increase, or other perks, without truly desiring the work itself. This disconnect often surfaces when the realities of the role don’t match what they anticipated.
It’s common to see this happen when moving people into leadership roles. A person might love the idea of leading a team but not realize that it means having difficult conversations, holding people accountable, or making tough calls. If they don’t “want” these responsibilities, it can lead to burnout and frustration—for both them and you.
What does “Want it” look like?
- They show enthusiasm and are motivated to excel in their role.
- They proactively look for ways to improve their work.
- They express interest in growth opportunities and taking on more responsibility.
What Leaders Can Do:
- Be upfront about all aspects of the job, not just the perks.
- Encourage employees to reflect on their readiness for the demands before taking on a new role.
3. Do They Have the “Capacity to Do It”?
The final part of GWC, “Capacity to Do It,” includes not just skills but also time, focus, and resources. Capacity issues are especially common in small businesses, where team members often juggle multiple roles. The challenge here isn’t necessarily about skill level; it’s about having the bandwidth to meet the demands of the role.
If someone is stretched too thin, they may not have the mental or physical capacity to perform well. When one person is filling several roles, quality can suffer. So even if they “get” and “want” the role, they might struggle if they’re spread too thin or lack the resources to do it well.
What does “Capacity to do it” look like?
- They possess the technical skills and experience needed to succeed.
- They have enough time and bandwidth to devote to their tasks without being stretched too thin.
- They are provided with the necessary tools and support to do their job well.
What Leaders Can Do:
- Reevaluate the person’s workload to ensure they have enough time to focus on their main responsibilities.
- Consider removing certain tasks from their plate or adding resources to support them.
How to Apply GWC to Your Team
So, how do you apply GWC in your organization? Follow these steps to start evaluating your team:
- Create a GWC Scorecard: List each employee and the roles they currently fill. For each role, evaluate whether they “Get it,” “Want it,” and have the “Capacity to do it.” Be honest and objective.
- Have Regular Conversations: GWC is not a one-time exercise. Meet with employees regularly to discuss their roles, ensuring they understand the expectations, have the motivation, and are equipped to succeed.
- Take Action: If an employee is missing one of the three components, you need to act. This might mean additional training, adjusting workloads, or even shifting them to a different role that better aligns with their strengths and capacity.
- Don’t Ignore the Warning Signs: If an employee doesn’t get it, want it, or have the capacity to do it, it will not resolve itself. Inaction leads to frustration—for both the leader and the employee—and will eventually harm the organization’s culture and productivity.
When GWC Reveals a Misalignment
If someone doesn’t fully meet one or more elements of GWC, it’s time to act. Here are the most common next steps:
- Reassign Roles: If they “Get It” and “Want It” but lack Capacity, think about adjusting their workload or providing training.
- Provide Coaching: For capacity issues, a development or coaching plan can sometimes help the individual grow into the role.
- Transition: If they don’t “Get It” or “Want It,” and there isn’t another suitable position, it may be time to consider transitioning them out. Keeping someone in the wrong role can lead to ongoing frustration and poor performance.
Right People, Right Seats
Applying the GWC framework to your team is a straightforward yet powerful way to boost alignment and performance. When each person “gets” their role, “wants” it, and has the “capacity” to do it, you’re setting up both them and your organization for success. Take a close look at your team’s GWC alignment, and if there’s a mismatch, take action to adjust roles, provide support, or even make hard decisions when needed.
Want to assess your team with GWC? Download our GWC Scorecard to get started and build a more aligned, effective organization.
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