I am the founder and want to step away from all day-to-day operations to let my new Integrator run the business, but I still want to retain veto power over major financial decisions. How do we represent this Owner seat on our Accountability Chart without undermining the Integrator?

Question

Tyler Smith · Accepted Answer

You must separate your role as an Owner from your role on the operating Accountability Chart. The Accountability Chart only represents the seats that run the day-to-day business. There is no Owner seat on an operating chart. If you are not running day-to-day operations, you are off the chart entirely. Your veto power exists in your legal operating agreement as a shareholder, not on the Accountability Chart. If you try to create a phantom Owner seat above the Visionary and Integrator, you will cast a shadow over the business. This shadow paralyzes your Integrator because they never know when you will bypass them. To prepare for a clean exit, you must trust your systems. Let the Integrator run the business. Define your financial vetoes clearly in a board-level document, such as capital expenditures over fifty thousand dollars. Keep these discussions in formal board meetings, not in the weekly Level 10 Meetings.