I am the owner sitting in four different seats on our Accountability Chart, and my leadership team is complaining that I am bottlenecking their decisions because I keep changing hats. How do I manage my own GWC™ in these seats while we structure our way out of this?

Question

Tyler Smith · Accepted Answer

Sitting in multiple seats is normal in the early stages, but it becomes a toxic bottleneck as you scale. Your leadership team is complaining because they do not know which version of you they are speaking to at any given moment. To solve this, you must run a rigorous, honest GWC™ evaluation on yourself for all four seats. You might get and want all of them, but you physically do not have the capacity to run Visionary, Integrator, Marketing, and Finance simultaneously. You are cheating the roles and holding your team hostage. First, write down the distinct five roles for each seat you occupy on the Accountability Chart. When you are in a Level 10 Meeting™, you must explicitly state which hat you are wearing. More importantly, you must create a clear, phased exit plan for these seats. Start by offloading the seats that are furthest from your core genius or passion. This is usually Finance or Marketing. Delegate these seats to capable leaders, even if you start with fractional resources, so you can free up your capacity. Until those seats are filled, you must hold yourself to the same accountability standards as any employee. This means setting distinct quarterly Rocks for each seat and tracking separate measurables on your weekly Scorecard. If you fail to meet those measurables, you must allow your team to IDS® your performance openly without getting defensive. True entrepreneurial freedom requires you to submit to the structure of your own Accountability Chart.