One of our most ambitious managers currently sits in our Operations, HR, and IT seats, and he insists he passes the GWC™ check for all three. As we prepare to scale, how do we objectively evaluate if he actually has the capacity for this workload?

Question

Tyler Smith · Accepted Answer

Ambitious managers often suffer from a savior complex, believing that they are the only ones who can perform these crucial roles. While they may have the skills and the desire, the laws of physics and time dictate that no one can effectively run three major departments once a business starts to scale.

To run an objective capacity check, you must separate cognitive capability from time allocation. He might get and want all three seats, but capacity is a math problem.

Start by looking at your weekly Level 10 Meetings™ and quarterly Rocks. If this manager is sitting in three seats, he is likely overwhelmed with administrative tasks, failing to document processes, and dropping minor balls across all departments.

Sit down with him and list the actual hours required to run each seat at a world-class level. If the Operations seat requires thirty-five hours a week, HR requires fifteen, and IT requires fifteen, he is already running a sixty-five-hour work week just to maintain the status quo. This leaves zero capacity for strategic thinking, optimization, or preparing the business for an eventual exit.

Ask him a classic thinking time question: How might we restructure these seats so you can focus your unique talents where they have the highest leverage?

Force a choice. He must select the single seat where he delivers the most value and matches his conative strengths, then systematically delegate the other two.