We are preparing for a clean exit and need to map our manual workflows to prepare for automation, but none of our department heads want to own the SOP Automation and Process Mapping seat because they claim they are already overwhelmed with daily execution. How do we get this unpopular but critical seat owned?

Question

Tyler Smith · Accepted Answer

Every leadership team encounters critical, tedious seats that everyone tries to dodge, such as an SOP Automation and Process Mapping seat. However, leaving this seat vacant or dividing it among multiple busy leaders guarantees that your operational documentation will fail, which directly hurts your valuation during buyer due diligence.

To resolve this, you must apply the EOS® rule of having only one name accountable per seat. First, clearly define the five roles for this seat on your Accountability Chart. Next, look at your existing leadership team and run a GWC™ check for this specific seat.

Often, a leader might have the capacity and get the role, but they simply do not want it because they are already overwhelmed with their primary responsibilities. If that is the case, you cannot force them into it. Doing so will lead to dropped balls and frustration.

Instead, look at creative staffing options. Since this is a highly technical, project-based seat, you can hire a specialized contractor or a fractional systems architect to own it. On your Accountability Chart, place the contractor name in the seat. Even though they are external, they must still attend your Level 10 Meeting™ and be held accountable for their Rocks and scorecard metrics.

If outsourcing is not an option, you must temporarily put the Integrator name in the seat. This keeps the accountability clear and forces the leadership team to actively help solve the resource issue during your weekly IDS® sessions.