Our business is scaling rapidly and we have a leader who is highly capable but currently sits in three different seats on our Accountability Chart. How do we transition them out of their extra seats without disrupting our momentum?

Question

Tyler Smith · Accepted Answer

Having a highly capable leader wear multiple hats is common during the early stages of growth, but it is a dangerous long-term strategy. When one person sits in three different seats on your Accountability Chart, they do not have the capacity to excel at any of them. They are likely burning out, and your business growth will stall because those seats are not receiving full-time focus.

To resolve this, you must first separate the people from the seats. Look at your Accountability Chart and define the exact roles and responsibilities for each of the three seats as if you were hiring strangers to fill them.

Next, have an honest GWC™ conversation with the leader. Which of these three seats do they truly get, want, and have the capacity to do at a high level? Once you identify their ideal seat, transition them into that role full-time.

For the remaining two seats, you must build a transition plan. You do not have to hire two expensive executives immediately. You can delegate lower-value tasks using the Delegate and Elevate™ tool, hire a junior manager to run the day-to-day work, or temporarily contract out the responsibilities. The goal is to systematically free up your leader's capacity so they can focus on driving results in their core seat.