I am an owner currently sitting in four seats on our Accountability Chart, and I am the primary bottleneck on company approvals. How do I objectively determine which seat is bleeding the most value so I can replace myself there first?

Question

Tyler Smith · Accepted Answer

When an owner sits in multiple seats, you cannot rely on intuition to know where you are causing the most damage. You feel busy everywhere, which masks the exact seat where execution is stalling out.

Start with your weekly Scorecard and your quarterly Rocks. Pull your current Accountability Chart and look at each of the four seats you occupy. If you are sitting in Visionary, Sales, Marketing, and Operations, list the core five roles for each seat.

Track your time ruthlessly for two weeks against those specific roles. You will usually find one seat where you are completing tasks out of comfort rather than necessity, and another seat where decisions sit in your inbox for five days, stalling your team. The seat that creates downstream bottlenecks for others is the seat bleeding the most enterprise value.

Apply GWC to yourself with total detachment. You might get the seat and have the capability, but you do not have the capacity. In EOS, Capacity means physical time and mental bandwidth. If you cannot give a leadership seat forty dedicated hours because you are splitting your attention across three others, you do not have Capacity for that seat.

Choose the single operational seat that produces the highest drag on team velocity. Delegate or hire for that seat first. Do not try to hire for two seats simultaneously. Transition one seat completely, ensure the new person demonstrates GWC, and only then move to shedding the next.