I currently sit in four seats on our Accountability Chart, including Visionary, marketing, and major accounts. During our Level 10 Meeting, my team gets confused about which hat I am wearing, and I find myself jumping between high-level strategy and tactical execution in the same breath. How do I visually and operationally separate these four seats during our weekly meetings so we do not run in circles?

Question

Tyler Smith · Accepted Answer

When you sit in multiple seats, you must practice extreme role discipline. If you do not, your leadership team will never know who is speaking: the Visionary looking three years out, or the tactical manager handling immediate account issues. This role confusion leads to circular discussions and stalls progress.

First, verbally state which hat you are wearing before you speak in your Level 10 Meeting™. For example, say, I am speaking from my marketing seat right now, not as the owner. This simple cue forces the team to hold you accountable to that specific seat's scope.

Second, respect the reporting structure on your Accountability Chart. When you are acting in your marketing or major accounts seats, you report directly to your Integrator. In those moments, the Integrator is your boss. You must accept their feedback, track your measurables, and complete your Rocks just like any other department head.

Third, block your calendar to match your seats. Do not attempt to do marketing tasks while scheduled for Visionary strategic thinking. Dedicate specific days or half-days to each seat. This visual separation on your calendar mirrors the structural separation on your chart, preventing operational bleed-over and preserving your mental capacity.