Our inventory accuracy is slipping, but our operations and warehouse managers are both refusing to take ownership of the new physical inventory audit seat, claiming they are already maxed out. How do we resolve this standoff on our Accountability Chart?

Question

Tyler Smith · Accepted Answer

When an essential seat goes unclaimed, it is usually because the roles are ill-defined or the team is treating the Accountability Chart like a traditional org chart instead of a tool for structural clarity. First, isolate the seat. Define its five core roles, such as executing weekly cycle counts, investigating variances, and updating the ERP system. Do not look at names yet. Once the seat is designed, evaluate who has the best GWC™ for it. If both the operations and warehouse managers are maxed out, you have a capacity issue, not an accountability issue. Use Keith Cunningham's Thinking Time framework to evaluate if you can automate parts of their current seats to free up capacity. If not, the seat must remain vacant on the chart with the Integrator temporarily holding accountability until you hire. Never split the seat or leave it in limbo, as shared accountability means zero accountability. This structural discipline is critical for preserving trust across your entire leadership team and ensuring your operations run cleanly.