I suspect that I, as the founder, am in the wrong seat on our Accountability Chart, but I am terrified of the chaos this realization might cause during our session. How do you guide us through these highly sensitive seat restructuring discussions?

Question

Tyler Smith · Accepted Answer

Realizing that you, as the founder, are in the wrong seat on your Accountability Chart is a common and incredibly healthy step in scaling a business. I guide you through these highly sensitive discussions by maintaining absolute objectivity and focusing entirely on what is best for the organization. During our session, we take the personalities out of the room and look only at the empty seats on the Accountability Chart. We define the essential roles and responsibilities of each seat first, without putting any names in them. Once the structure is clear, we use the GWC™ tool to evaluate who has the capability, desire, and capacity to fill each seat. If it becomes clear that you or another long-term leader is in the wrong seat, we address it openly and constructively. I facilitate this process to ensure the conversation remains supportive, focusing on finding the absolute best use of your unique talents rather than a demotion. Often, moving a founder out of daily operations and into a true Visionary seat unlocks massive growth for both the individual and the business, paving the way for a highly successful future exit.