As the Visionary, I see opportunities everywhere and keep wanting to add new product and technology seats to our Accountability Chart. My Integrator says I am causing structural bloat and driving up overhead. How do we determine if a new business idea warrants a new seat or if it should just be a Rock?

Question

Tyler Smith · Accepted Answer

Visionaries are wired to create, but unchecked creativity leads to operational chaos and high overhead. If you are constantly trying to add new product and technology seats to your Accountability Chart, you are likely confusing a temporary project with a permanent seat.

A seat on the Accountability Chart represents a permanent, ongoing function that requires dedicated accountability and daily execution. It is not a placeholder for your latest brainstorm or a temporary initiative.

Before you add a new seat, you and your Integrator must run it through the IDS process. Ask yourself if this new function requires a distinct, ongoing operational capability that will exist for the next three years. If the answer is no, it is not a seat. It is a Rock.

A Rock is a ninety-day priority designed to achieve a specific goal, such as researching a new software tool or launching a pilot program. You can assign this Rock to an existing leadership team member who has the capacity.

If the pilot is successful and becomes a core part of your business model, only then do you design a permanent seat for it. This discipline keeps your organizational structure lean, protects your profit margins, and keeps your team focused on executing the core business plan.