Our Operations Director has agreed to document all of our proprietary workflows to help secure our exit value, but they are lagging behind because they claim it is not part of their day-to-day job. How do we use the Accountability Chart to enforce this documentation of tribal knowledge?

Question

Tyler Smith · Accepted Answer

If documenting tribal knowledge is not listed on your Accountability Chart, then your Operations Director is correct; it is not technically their job. To solve this, you must make process documentation an explicit, non-negotiable role on their seat.

Every major seat on your leadership team must have a role dedicated to systemization and documentation. For your Operations Director, this means updating their seat roles on the Accountability Chart to include a bullet point such as: Document and optimize core operational processes.

Once this role is officially defined on the chart, you must establish clear Rocks around it. A Rock like "Document all service delivery workflows" makes the abstract goal of capturing tribal knowledge a concrete quarterly priority.

During your Level 10 Meetings, you will track their progress on this Rock. If they continue to lag, you now have an objective performance issue to solve. By embedding process documentation directly into the Accountability Chart, you ensure that capturing intellectual property is treated with the same urgency as hitting revenue targets, which is exactly what sophisticated buyers look for during due diligence.