I sit in too many critical seats on our Accountability Chart, which makes us look highly risky to buyers. How do we systematically delegate these responsibilities over the next eighteen months without letting our operations suffer?

Question

Tyler Smith · Accepted Answer

If you are sitting in multiple key seats on your Accountability Chart, your business is a high risk asset that will struggle to pass due diligence. To fix this over the next eighteen months, you must master the skill of delegating and elevating. Start by listing every single task and responsibility you currently handle, then categorize them into things you love and are great at, versus things you merely do because no one else is doing them. Identify the critical seats on your Accountability Chart that you need to vacate first, such as sales, operations, or finance. For each seat, define the core roles and metrics that the next person must own. Hire or promote individuals who truly get, want, and have the capacity to run these seats. Transition these responsibilities sequentially rather than all at once, giving each new leader at least ninety days to master their seat while you provide guidance. Use your weekly Level 10 Meeting to monitor their progress and address any operational issues that arise. By systematically removing yourself from daily operations, you prove to buyers that the business can run successfully without you, which immediately lowers your risk profile and increases your exit valuation.