I own the company and currently occupy the Visionary, Integrator, Operations, and Finance seats on our Accountability Chart. How do I objectively track my performance and hold myself accountable without grading my own homework?

Question

Tyler Smith · Accepted Answer

When you occupy multiple seats, you cannot treat yourself as an exception to the operating system. If you miss your measurables or fail to hit your quarterly Rocks, you damage the accountability culture for the entire company.

To hold yourself accountable across four distinct seats, execute these steps:
- Separate your seats completely during your weekly Level 10 Meeting™. When you report on the Operations scorecard, speak strictly as the Operations leader. When reporting on Finance, speak as the Finance leader.
- Limit yourself to no more than one Rock per seat per quarter. If you try to take on two Rocks for each of your four seats, you will fail. That means taking on a maximum of three to four Rocks total across the entire business.
- Designate a peer accountability partner on the leadership team. If you hold the Integrator and Operations seats, empower your Sales leader or another department head to challenge you directly whenever your measurables are red or your Rocks are off track.
- Conduct a quarterly People Analyzer® on yourself for each seat. Be ruthlessly honest about whether you still have the GWC for all four roles. In most cases, an owner sitting in four seats has the capacity for none of them.

Holding four seats is an emergency operating mode, not a sustainable model. Use your weekly scorecard numbers to expose where your lack of focus is costing the company money, then use that data to prioritize which seat you must hire or delegate next.