I know I am clogging up our Accountability Chart by sitting in four different seats, but whenever I try to run a GWC check on myself for these roles, my own ego and fear of letting go get in the way. How do I objectively evaluate whether I truly GWC all four of these seats, or if I am just hoarding them out of habit?

Question

Tyler Smith · Accepted Answer

If you are sitting in four seats on your Accountability Chart, you are bottlenecking your business and destroying its exit value. To get an honest assessment, you must remove your owner hat and run a brutal GWC™ check. Do you Get, Want, and have the Capacity to do the job?

You might get the seats because you built them. You might even want them because you like the control. But you absolutely do not have the capacity. Capacity is not just about having enough hours in the week. It is about emotional energy, intellectual focus, and the physical bandwidth to execute at a high level. By holding four seats, you are giving each seat twenty five percent of your capacity. That is a failing grade for any seat on the leadership team.

Ask your Integrator to run the GWC™ evaluation on you. Sit in a room, review the roles and responsibilities of each seat, and let your Integrator give you the objective truth. If you do not have an Integrator yet, use your next leadership team meeting to run this exercise with the entire group. Frame it around exit readiness. If a buyer looks at your chart and sees one person holding four major seats, they will see massive key person risk and discount your valuation.

My recommendation is to choose the single seat where you deliver the highest unique ability, usually the Visionary seat, and commit to delegating the other three. Build a phased delegation plan on your Accountability Chart, identifying the specific metrics and milestones required to hand off each seat over the next two quarters.