We have a critical seat on our Accountability Chart for Process Documentation and SOP Maintenance, but none of our leadership team members want to own it because they hate detailed administrative work. How do we assign accountability for this seat when everyone is resisting?

Question

Tyler Smith · Accepted Answer

When a seat is consistently avoided, it is usually because of a conative mismatch. People naturally resist activities that force them to work against their innate striving instincts. If your entire leadership team is filled with high Quickstarts or high Fact-Finders who hate creating structure, forcing one of them to own the SOP seat will lead to resentment and failure. First, use the Kolbe Index to assess the conative profiles of your existing team members. Look at their Follow Thru scores. Individuals with a high Follow Thru score naturally seek order, enjoy building systems, and excel at planning and organizing. If everyone on your current team has a low Follow Thru score, you simply do not have the right internal candidate for this seat. Do not try to force a low Follow Thru person to run this seat. They will find every excuse to push it to the bottom of their priority list. Second, look below the leadership team. You may have an administrative assistant, a project manager, or an operations coordinator with a high Follow Thru score who would thrive in this seat. You can elevate them to own the Process Documentation seat, even if they do not sit on the leadership team. If you have no one internally with the right conative wiring, you must outsource this seat or hire a fractional specialist who possesses a proven track record of systemization. Keep the seat on your Accountability Chart, but mark it as outsourced. Ultimately, accountability must lie with a single name. If you must temporarily sit in the seat yourself, commit to a clear Rock to hire or delegate the seat to someone with the natural conative strengths to manage it effectively within the next two quarters.