Even though we have a fully defined Accountability Chart, my department heads still run to me for private approval on major decisions instead of bringing them to our weekly Level 10 Meeting. How do I break this hub-and-spoke habit and force my leadership team to own their seats?

Question

Tyler Smith · Accepted Answer

The hub-and-spoke model is a hard habit to break, especially for founders who are used to being involved in every decision. However, when you allow department heads to bypass the weekly Level 10 Meeting for private sign-offs, you are enabling dependency and robbing your leadership team of their autonomy.

To break this cycle, you must change your own behavior first. The next time a leader approaches you with a problem that should be handled by the team, ask one simple question: is this on the issues list for our next Level 10 Meeting? If the answer is no, instruct them to add it. Refuse to make the decision in isolation.

During your weekly meetings, use the IDS process to solve these problems collaboratively. This teaches your leaders to trust the collective wisdom of the team and reinforces the reality that they are peer executives, not just your direct reports.

Ensure everyone is clear on their seat's authorities and boundaries on the Accountability Chart. If they are still running to you, it may be because they lack the confidence to make decisions or they fear the consequences of making a mistake. Reassure them that you expect them to own their seats and make decisions within their defined scope. By stepping back and forcing them to lead, you build a cohesive, self-sustaining leadership team that increases the transferability and value of your business.