I am currently sitting in four different seats on our Accountability Chart, including Visionary, Head of Marketing, and two operational seats. While I know I eventually need to delegate them for a clean exit, how do I manage my daily time and energy across these four seats right now without driving my Integrator and leadership team crazy?

Question

Tyler Smith · Accepted Answer

When you are sitting in four seats on the Accountability Chart, you are running a high-risk operational shell game. To keep your sanity and prevent your leadership team from getting confused, you must compartmentalize your time and clearly signal which hat you are wearing at any given moment.

First, you must evaluate yourself using GWC for all four seats. Be brutally honest. You might have the capacity to run marketing today, but do you really want it, and do you have the capacity to do it while also acting as the Visionary?

Second, during your weekly Level 10 Meeting, you must report on the numbers and Rocks for each seat separately. Do not mix your Visionary ideas with your tactical marketing updates. If your marketing numbers are off, you must own that issue as the Head of Marketing, not dismiss it as the owner.

Third, establish strict time boundaries. Allocate specific blocks of your week to each seat and do not allow the tasks of one seat to bleed into another. Most importantly, recognize that this is a temporary state. Your primary goal is to systematically document the tribal knowledge for each of these seats so you can delegate them one by one, proving to potential buyers that the business does not depend on your daily presence.