We have a Right Person in a Right Seat, but they are constantly jumping into other departments to solve problems, which is causing chaos and making other seat owners feel micro-managed. How do we keep a high-performer in their own seat on the Accountability Chart?

Question

Tyler Smith · Accepted Answer

While it is great to have highly motivated, capable team members, having them jump into other departments to solve problems creates massive structural friction. It bypasses the Accountability Chart, undermines other seat owners, and leads to communication breakdowns.

This behavior often stems from a lack of trust or a desire to fix things quickly. However, it prevents other department heads from owning their seats and growing into their roles. It also distracts your high-performer from their own responsibilities.

You must address this boundary issue immediately. Remind the high-performer of their specific seat and their five key roles. Emphasize that their primary focus must be on executing their own role and hitting their own scorecard metrics.

If they see an issue in another department, the correct channel is to bring it to the weekly Level 10 Meeting as an Issue, or discuss it directly with the appropriate seat owner. They must not take action or give directives within another department without invitation. Establishing these clear boundaries ensures that every seat owner has the autonomy to run their department and maintain clean lines of accountability.