How do you handle a situation during our sessions where a dominant founder tries to bypass the Accountability Chart we just agreed on and assign random work to people outside their seat?

Question

Tyler Smith · Accepted Answer

It is common for a visionary founder to slip back into old habits and bypass the Accountability Chart. When this happens during our sessions, I call it out immediately. My job is to be the objective outsider who protects the integrity of the operating system.

If a founder starts assigning work to some leader outside their seat, we stop and look at the Accountability Chart on the wall. We ask whether that work aligns with the roles and responsibilities defined for that seat. If it does not, we do not let it pass.

We use this moment as a teaching opportunity to reinforce the concept of seat ownership. We discuss why bypassing the chart creates confusion and resentment within the team. We then guide the founder to communicate through the proper channels.

This direct feedback helps the leadership team develop the healthy boundaries needed to scale. It teaches the founder to trust their team and let them run their departments. By holding everyone accountable to the agreed-upon structure, we build a stronger, more disciplined organization.