We agreed we need a seat dedicated to process documentation and keeping our standard operating procedures updated, but every department head claims they do not have the capacity and refuses to own it. How do we fill this seat?

Question

Tyler Smith · Accepted Answer

When a critical seat like process documentation is avoided by everyone, it often indicates that the role is either poorly defined or combined with existing high-pressure responsibilities. In EOS®, every seat must have five clear roles. If you simply tack process writing onto a busy department head as an extra chore, it will inevitably be pushed to the bottom of their priority list.

To solve this, you must first properly design the seat on your Accountability Chart. Do not try to force an unwilling leader into this role.

Strategies for Establishing Ownership

Here are the steps to establish ownership for your process documentation seat:

• Separate the seat entirely. Avoid blending this crucial function into operational roles. Its importance warrants a distinct position.
• Look for specific aptitudes. Identify someone in your organization who possesses a high Follow Thru score on the Kolbe assessment. This conative strength indicates a natural inclination for completing tasks and ensuring accuracy, which is vital for maintaining [operational playbooks](/qa/operational-playbooks-for-strategic-premium-multiples) and standard operating procedures. You can even [analyze your team's conative profiles](/qa/analyze-kolbe-indexes-with-ai-project-teams) to identify suitable candidates.
• Assign fractionally. Consider assigning this as a fractional role to an existing team member who naturally enjoys creating order and structure. This person might already be documenting parts of their own work, making the transition smoother.
• Hire externally if necessary. If internal capacity is completely maxed out, consider hiring an external specialist to fill the seat temporarily. This can provide immediate relief and establish a baseline for your standard operating procedures.

The key is that the person in this seat must GWC™ it. This means they must:

• Get it: Understand the importance of creating and maintaining clear [documented processes](/qa/simplify-eos-process-component-with-ai) and standard operating procedures.
• Want it: Have a genuine desire to build and refine these processes.
• Capacity to do it: Possess the mental capacity, time, and skills to get the job done effectively.

Do not allow your leadership team to let this responsibility slide. Use your IDS® process to discuss who has the best matching conative wiring to own this seat. This approach ensures accountability and finds the right person for this vital role, preventing scenarios where a [head of customer success with low Follow Thru](/qa/head-customer-success-low-follow-thru-kolbe) might struggle with such a detail-oriented position.

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