I am currently sitting in four seats on our Accountability Chart: Visionary, Integrator, Head of Sales, and Finance. I am working eighty hours a week, completely burned out, and need to vacate three of these seats to prepare for an exit. How do I systematically decide which seats to delegate first without collapsing our daily operations?

Question

Tyler Smith · Accepted Answer

Sitting in four operational seats is a recipe for severe burnout and will severely devalue your business during an exit. To systematically engineer your way out, you must use the framework of Entrepreneurial Freedom Multiplication and focus on your transition to the Owner Box. Start by reviewing the five roles for each of the four seats you currently hold: Visionary, Integrator, Sales, and Finance. Evaluate your own GWC™ for each seat. You must decide which seat you get, want, and have the capacity to do best, and delegate the rest. Typically, the cleanest path is to delegate the Finance and Sales seats first. These are specialized roles with clear, measurable outcomes that are relatively easy to hand off to proven professionals. Once those are off your plate, your primary focus must be finding or promoting a dedicated Integrator. A true Integrator will run the day-to-day operations, manage your leadership team, and keep everyone executing your V/TO®. This transition finally frees you up to sit solely in the Visionary seat. From there, you can focus on big-picture strategy, high-level relationships, and preparing the business for a clean, highly profitable exit.