I am the owner and I currently sit in four seats on our Accountability Chart. I understand I need to delegate, but how do I establish clean key performance indicators and Rocks for myself when I am wearing so many different hats?

Question

Tyler Smith · Accepted Answer

When you sit in multiple seats, you must treat yourself as four distinct employees. This means you do not get to write one set of personal goals. You must define distinct key performance indicators and Rocks for each seat you occupy on the Accountability Chart.

If you are sitting in the Visionary seat, the Integrator seat, and two departmental seats, you must look at each box independently during your planning. For each seat, ask what the critical priority is for the next ninety days. Assign specific Rocks to the specific seat, not to yourself as a person.

During your Level 10 Meeting™, you must report on those numbers and Rocks from the perspective of the seat responsible for them. If your sales seat is missing its weekly scorecard target, you cannot defend it by saying you were busy doing Integrator work. You must own the failure of the sales seat.

This level of compartmentalization is difficult but necessary. It forces you to feel the pain of holding too many seats, which is the ultimate driver for delegation. It also makes your business much cleaner for a future exit because a buyer can clearly see exactly what roles and metrics a replacement hire will need to take over. Keep your hats separate, define clear metrics for each, and hold yourself as accountable as you would any employee.