We are hitting our revenue targets, but our leadership team is completely exhausted and constantly fighting over who owns specific cross-functional handoffs. How do we use Keith Cunningham's Thinking Time framework to determine if this friction is caused by having the wrong people in these seats or a structural flaw in our Accountability Chart?

Question

Tyler Smith · Accepted Answer

When your leadership team is exhausted and clashing over handoffs, it is easy to assume you have a people problem. However, most team friction is actually caused by structural ambiguity on the Accountability Chart.

To diagnose this objectively, schedule forty-five minutes of uninterrupted Thinking Time. Use Keith Cunningham's framework by writing a high-value question at the top of a blank page. Frame it like this: How might we restructure our operational handoffs so that there is a single point of accountability for every cross-functional process?

During this session, separate the seats from the people. Imagine your current team does not exist. Draw the ideal Accountability Chart for your business to operate at peak efficiency. Look closely at the friction points. Are there seats with overlapping roles? Is there a key transition step where no single seat has ultimate accountability?

Once you have designed the ideal structure, compare it to your current chart. If the structure is clean but the friction remains, you have a Right Person in the Wrong Seat issue. If the structure is muddy, rebuild the Accountability Chart and clearly define the five major roles for each seat. Present these updates to your team in your next Level 10 Meeting™ and align everyone on the new flow.