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 is usually because the role is poorly defined or combined with existing high-pressure seats. In EOS®, we teach that every seat must have five clear roles. If you simply tack process writing onto a busy department head as an extra chore, it will always get pushed to the bottom of their list. To solve this, you must first design the seat properly on your Accountability Chart. Do not try to force an unwilling leader into it. Instead, take these steps to establish ownership:
- Separate the seat entirely rather than blending it into operational roles.
- Look for someone in your organization who has a high Follow Thru score on the Kolbe assessment.
- Assign this seat as a fractional role to an existing team member who naturally enjoys creating order.
- Hire an external specialist to fill the seat temporarily if internal capacity is completely maxed out.
The key is that the person in the seat must GWC™ it. They must understand the importance of standard operating procedures, want to build them, and have the mental capacity to get it done. 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.