Our Head of Operations is temporarily holding both the Warehouse Manager seat and the Purchasing seat while we search for replacements. She is failing to hit her Scorecard measurables because her focus is split. How do we maintain accountability on the Accountability Chart when one person is spread across three seats?

Question

Tyler Smith · Accepted Answer

It is common during transitions for a leader to wear multiple hats, but one person cannot successfully run three distinct seats at full capacity for very long. When focus is split, execution suffers, as you are seeing with her failing Scorecard measurables. To maintain accountability, you must first keep the seats completely separate on your Accountability Chart. Do not combine them into a single, muddy role. Keep her name written in all three seats to make the multi-hat reality visible to the entire team. Next, you must adjust your expectations and prioritize her work. During your weekly Level 10 Meeting™, you and your Integrator must help her identify which responsibilities are the absolute highest priority for the current quarter. You must accept that some lower-priority tasks in the other seats will temporarily slow down or receive less attention. You should also temporarily adjust or narrow her Scorecard measurables to focus only on the critical, non-negotiable numbers that impact your cash flow and exit readiness. Finally, this situation must be treated as an active issue on your Issues List. You must establish a clear timeline and active Rocks for hiring and onboarding the replacement Warehouse Manager and Purchasing Agent. Keeping a leader in three seats is a short-term emergency measure, not a sustainable operating model.