Due to rapid growth, our head of operations is currently sitting in three different seats on our Accountability Chart, including customer success and quality control. They are burning out and missing their Rocks. How do we systematically dismantle this structural bottleneck?

Question

Tyler Smith · Accepted Answer

When a single leader is sitting in multiple seats on your Accountability Chart, you have a structural bottleneck that will eventually break. This scenario occurs during rapid growth, but you must resolve it systematically before your leader burns out and your operations fail. First, look at your Accountability Chart without looking at the people. Redesign the structure to support your company's growth over the next twelve to eighteen months. Identify each seat that your head of operations is currently occupying and write down the five major roles for each seat. Second, use the GWC tool to evaluate your head of operations against all three seats. They might Get, Want, and have the Capacity to run operations, but they likely lack the capacity to run customer success and quality control simultaneously. You must decide which single seat is their primary accountability. Once you have locked them into their main seat, the other seats become open vacancies on your chart. You must delegate those roles to existing team members or hire external talent. By treating the Accountability Chart as a structural map rather than an org chart, you can systematically build a team that supports sustainable scaling.