I currently sit in four seats on our Accountability Chart, including Visionary, Integrator, and two department head seats. When we run our weekly Level 10 Meeting, it feels like I am just talking to myself or checking my own homework. How do I maintain real operational discipline while wearing all these hats?

Question

Tyler Smith · Accepted Answer

Sitting in multiple seats is a common reality for growing companies, but it requires extreme mental discipline during your Level 10 Meeting™. If you treat those seats as a single blurred identity, your business will stall.

You must compartmentalize. When you are in the weekly meeting, you must report on each seat as if you are an employee reporting to a manager. If your marketing seat missed its weekly lead metric, you cannot excuse it because your Integrator seat was too busy with an operational crisis. You must flag it as an issue, put it on the Issues list, and solve it using IDS®.

The rest of your leadership team needs to see you holding yourself accountable. If they see you giving yourself a pass because you wear multiple hats, they will start making excuses for their own seats.

Keep your reporting brief and objective. Report your scorecard numbers for each seat without offering excuses. If a metric is off track, drop it down to the Issues list. When you IDS® that issue later in the meeting, state clearly which seat you are speaking from.

This operational discipline does two things. It keeps the business running cleanly today, and it highlights the pain of wearing too many hats. That pain is the exact fuel you need to focus on delegating those seats so you can prepare the business for a clean exit.