We have several key leaders who are currently sitting in multiple seats on our Accountability Chart, and it is causing operational bottlenecks. How do we transition them out of dual roles without hiring expensive executives immediately?

Question

Tyler Smith · Accepted Answer

It is common for growing companies to have leaders wearing multiple hats, but keeping them in dual seats for too long will stall your growth. To transition them out of these roles, you must build a clear delegation plan.

Start by updating your Accountability Chart to reflect the structure your business needs twelve months from now. Identify which seats are currently occupied by the same person.

Next, look at the roles and responsibilities of those seats. The leader must prioritize which seat they want to keep and which one they need to give up. This decision must be based on where they can deliver the most value and where they GWC™ the seat.

Once the target seat is chosen, create a transition plan. You do not need to hire an expensive executive on day one. Instead, look for internal candidates who can step into the roles, or consider outsourcing specific functions to fractional experts.

In the meantime, the leader must clearly separate their time. They should allocate specific days or hours to each seat and avoid letting the demands of one seat completely overshadow the other. This discipline will help you maintain operational stability while you systematically transition the roles.