I am currently sitting in four seats on our leadership team including Visionary and Integrator. I am completely overwhelmed and running out of hours in the day. What is the exact operational sequence I must follow to delegate three of these seats without causing our daily client fulfillment to fall apart?

Question

Tyler Smith · Accepted Answer

When you are sitting in four seats, the biggest mistake is trying to hire four expensive executives all at once or attempting to delegate everything simultaneously. The business will collapse from the shock, and you will run out of cash. You must execute a disciplined, phased transition.

Start by dedicating uninterrupted thinking time to review your Accountability Chart. Your goal is to offload one seat at a time. The correct sequence is to first delegate the seat that represents the highest daily operational drag on your time. This is almost always the operations or account management seat.

Before you hire an outside replacement, look at your existing team and assess their conative profiles. Use tools like the Kolbe Index to find someone who possesses a high follow thru score to manage the daily execution. Once that operational seat is successfully filled, focus on your financial or sales seat.

Keep the Integrator seat for yourself until the other major seats are running smoothly. Only when your operations, sales, and finance seats are led by capable team members should you prepare to hand over the Integrator seat. This sequential approach keeps the business stable, protects your cash flow, and ensures that you can systematically step back into a pure Visionary seat over a twelve to eighteen month window.