We have leadership team members wearing multiple hats on our Accountability Chart, such as our Integrator also acting as the head of Sales. Do they track metrics for each seat on the main Scorecard, or do we combine them?

Question

Tyler Smith · Accepted Answer

In growing companies, it is common for leadership team members to wear multiple hats on the Accountability Chart. For example, your Integrator might also be acting as the head of Sales. When this happens, you must maintain a clear distinction between the seats on your Scorecard.

Do not combine metrics from different seats just because one person is doing both jobs. If your Integrator is also holding the Sales seat, they must track separate metrics for each role on the leadership Scorecard.

This keeps the Accountability Chart clean and ensures that every seat is being run on objective data. It also prevents scorecard bloat by forcing the leader to focus only on the vital metrics for each specific role.

More importantly, keeping these metrics separate makes it much easier to transition when you eventually hire a full-time leader for one of those seats. The new hire can step directly into the seat with a ready-made, functional Scorecard, ensuring a seamless onboarding process and protecting the stability of your operations.