We are preparing our business for a clean exit, which requires us to rigorously document all of our internal operating procedures to eliminate tribal knowledge. However, nobody on our leadership team wants to own the Standard Operating Procedure documentation and maintenance seat because it is tedious and time-consuming. How do we fill this critical seat when everyone is dodging it?

Question

Tyler Smith · Accepted Answer

Preparing for a clean exit requires translating tribal knowledge into documented, repeatable processes. If your leadership team is dodging the Standard Operating Procedure documentation and maintenance seat because it is tedious, you cannot simply force it onto someone who does not GWC™ it. Forcing a seat onto an unwilling leader leads to poor execution and dropped balls.

First, validate that this seat actually belongs on your Accountability Chart as a distinct function. In a scaling business, documentation is often a shared responsibility where each department head is accountable for their own processes, but the overall tracking and standardization seat needs a clear owner. If your current executive team lacks the capacity or desire to own this, do not leave the seat vacant or let it collect dust.

The solution is to look outside your leadership team. You can delegate this seat to an administrative champion within the organization who thrives on detail, organization, and process. Alternatively, you can outsource this function to an external technical writer or operations specialist.

Whichever path you choose, the Integrator must hold the owner of this seat accountable during Level 10 Meetings™ to ensure your processes are systematically documented before you begin due diligence. Do not let the lack of enthusiasm from your leadership team prevent you from capturing your intellectual capital, which is a major driver of your company valuation.