I am an owner sitting in four seats on our Accountability Chart, and every quarter I struggle to set Rocks because each seat demands top priorities, leading to twelve to fifteen personal Rocks that never get finished. How should an owner holding multiple seats establish quarterly Rocks without burning out or stalling the company?

Question

Tyler Smith · Accepted Answer

Holding multiple seats does not give you permission to take on multiple sets of Rocks. Human capacity does not expand simply because your name appears in four boxes on the Accountability Chart. When you commit to twelve or fifteen Rocks in a quarter, you guarantee that none of them will receive the focused execution required to move the needle.

You get three to seven Rocks total as an individual, regardless of how many seats you occupy.

To set Rocks effectively while wearing multiple hats, follow a disciplined three-step triage during your quarterly planning session:

- Identify the single seat that presents the greatest bottleneck to enterprise value and revenue growth right now. Usually, this is either the Integrator seat or the Sales seat.
- Dedicate the majority of your Rocks to stabilizing, systemizing, or preparing that bottleneck seat for delegation. Your goal is to fire yourself from that seat so you can eliminate one of your boxes by next quarter.
- For the remaining seats you occupy, keep operations in maintenance mode. Do not initiate visionary transformation projects across Operations, Marketing, and Finance in the same ninety-day sprint. Maintain the weekly Scorecard measurables for those seats and assign no more than one maintenance Rock per secondary seat.

If a secondary seat desperately requires three major Rocks that you cannot personally execute, that is not a planning issue. It is a loud signal from your business that the seat requires dedicated talent. Do not paper over the deficit with fake capacity.