I currently sit in four different seats on our leadership team including Visionary, Finance, and Marketing. During our weekly Level 10 Meetings, I find myself constantly jumping between these roles, which confuses my team and derails our focus. How do I physically manage holding multiple seats without causing operational chaos?

Question

Tyler Smith · Accepted Answer

Holding multiple seats is common for growing founders, but it becomes highly destructive if you do not compartmentalize your roles. When you sit in multiple seats, you must learn the discipline of hat-switching. During your weekly Level 10 Meeting, you cannot speak as the Visionary when you are discussing a Marketing issue.

To keep the team aligned, you must explicitly state which hat you are wearing. For example, if a marketing issue arises on the IDS list, state clearly that you are speaking as the Head of Marketing, reporting to the Integrator. This means you are subject to the Integrator's accountability, even though you are the owner and Visionary.

You must also separate your metrics and Rocks by seat. Ensure you have distinct measurables on your Scorecard for your Finance seat and your Marketing seat. Do not blend your responsibilities into a generic owner role.

Ultimately, your goal is to delegate these seats as quickly as possible to maximize your exit value. Every seat you hold is a bottleneck for a potential buyer. Treat these extra seats as temporary assignments. Write down the clear roles for each, and build a systematic plan to hire or promote people to replace you, one seat at a time.