GWC: Three Absolutes for Hiring and Role Fit

Definition

GWC stands for Get it, Want it, and Capacity to do it. These are the three non-negotiable requirements for someone to succeed in a role. "Get it" means they understand their role, the company culture, systems, pace, and how the job fits together. "Want it" means they genuinely like the job and are motivated to do it for fair compensation and responsibility, not because the boss needs to coerce or overpay them. "Capacity" means they have the time (fitting within their 100% capacity), mental and emotional intelligence, skills, knowledge, and physical ability to do the job well. A "no" on any of the three means the person is in the wrong seat. The key insight: all three must be yes, or the hire will fail.

In the Book

Wickham crystallized this concept after sitting with a client in a coffee shop discussing why a key person promoted to Integrator hadn't succeeded. The person got it and wanted it, but lacked the capacity—a textbook Peter Principle case. He observed many situations where someone didn't get it (didn't understand the role or culture), or didn't want it (was pushed by the boss into a role they didn't desire), or lacked capacity (insufficient intellect, skill, emotional intelligence, or time). In each case, the person underperformed, frustrated both themselves and their leader.

The book emphasizes that GWC must be a black-and-white "yes" or "no," unlike the People Analyzer's scoring (which uses +, +/−, −). Wickham shares an example from Ronnisch Construction Group, where two of four leadership team members were not going to cut it. When asked directly on a scale of 1–10 how committed they were to the EOS process, they both answered "4." That clarity led to tough decisions and eventual 70% growth in a single year. Another client promoted someone who got it and wanted it but had been in the role too long without growing—lacking the capacity—and after a year-long struggle, replacing him freed everyone.

Why It Matters

Most hiring and promotion failures stem from ignoring one of the three. Leaders often overlook lack of want ("I can motivate them once they're in the role") or ignore capacity issues ("They'll grow into it"). GWC provides a simple, clear diagnostic. Using it prevents the expensive mistake of putting the wrong person in a critical seat and keeps leaders from investing months trying to salvage a bad fit. It's also a tool for self-reflection: leaders should assess themselves against GWC in their own role, ensuring they get it, want it, and have capacity to lead.