I want to prepare our business for an acquisition, but my leadership team still comes to me for approval on every minor financial decision even though we have an Accountability Chart. How do we break this dependency cycle and force them to actually own their seats?

Question

Tyler Smith · Accepted Answer

If your leadership team is still coming to you for approval on daily decisions, your Accountability Chart is just a drawing on a wall, not a tool for execution. This is a classic owner-dependency trap that will severely hurt your valuation during buyer due diligence.

To break this cycle, you must stop answering their questions. When a leadership team member asks you for approval on something that falls within their seat, your response must be to ask them what they recommend. Put the decision back on their shoulders.

Review your Accountability Chart and ensure that the five major roles for each seat are clearly defined with measurable outcomes. Each seat owner must have the authority to make decisions within their domain without running to you.

Use your weekly Level 10 Meeting™ to address these issues. If a leadership team member is hesitant to make a decision, process it as an Issue using the IDS® process. Identify the root cause. Is it a lack of confidence, or are they afraid of making a mistake?

If they truly GWC™ their seat, they will rise to the challenge once you step back. If they continue to hesitate and require hand-holding, you have a right-seat issue. You must replace them with a leader who is ready to run their department autonomously.