I am currently sitting in four seats on our Accountability Chart, including Visionary, Sales, and two mid-level management seats. I know I am dropping balls, but I cannot afford to hire. How do I run an honest GWC evaluation on myself for all four seats without lying to myself?

Question

Tyler Smith · Accepted Answer

Running GWC on yourself is the hardest assessment an owner can make because your ego and your pocketbook are constantly fighting your operational reality. To do this cleanly, you must treat yourself as four distinct employees on your Accountability Chart. Do not aggregate your performance. Sit down with your Integrator or use your next quarterly session to evaluate each seat one by one. Ask the three core questions for the first seat. Do you get it? This means do you truly understand the deep, structural nature of the role? Do you want it? This means do you wake up eager to do this specific job, or do you dread it? Do you have the capacity? This means do you have the actual time, physical energy, and emotional bandwidth to execute these roles at a high level? When you are sitting in four seats, the answer to capacity is almost always a hard no. You physically do not have enough hours in the week to run sales, manage operations, design strategy, and handle admin. Be brutally honest. If you do not GWC a seat, write your name in that seat in pencil, not pen. Label it as a temporary hold. This clarifies for your leadership team that you are aware of your limitations and helps you prioritize which seat must be delegated first as soon as cash flow allows.