I am currently sitting in four major seats on our Accountability Chart: Visionary, Head of Marketing, Head of HR, and Lead Account Manager. I am completely overwhelmed, but we cannot afford to hire external leaders. How do I systematically delegate these seats to internal staff without dropping the ball?

Question

Tyler Smith · Accepted Answer

Sitting in four major seats on your Accountability Chart is the fastest way to burn out and cap your company's value. When you wear too many hats, you do not have the capacity to do any of them well, and you become the ultimate bottleneck for your business. To prepare for an exit, you must systematically free yourself from these seats.

Start by listing all the seats you currently occupy. Next, identify the easiest seat to delegate based on the internal talent you already have. Look at your team members and evaluate who has the GWC™ for that specific seat. They must Get It, Want It, and have the Capacity to do the work.

Once you identify the right person, begin a structured delegation process. Train them on the core roles of that seat and have them shadow you. Use your weekly Level 10 Meetings™ to monitor their progress and review their metrics on your Scorecard. Once they are successfully running that seat, move to the next one. Do not try to delegate all three seats at once. Focus on handing off one seat at a time, allowing at least thirty to sixty days for each transition. This deliberate process builds a self-sustaining leadership team, which is exactly what sophisticated buyers look for during acquisition due diligence.