We are trying to define the roles for our marketing and sales seats, but we realize our service offering is too broad and we are trying to be everything to everyone. How do we use our Core Focus from our V/TO to prune the roles on our Accountability Chart?

Question

Tyler Smith · Accepted Answer

Your Accountability Chart must be a direct reflection of your strategy, not a catch-all for random operational activities. If your company is trying to be everything to everyone, your seats will be cluttered with conflicting roles, and your team will be constantly distracted. To build a highly efficient operation that is ready for a clean exit, you must use your Core Focus from the V/TO® to prune your structure.

Your Core Focus consists of your passion and your niche. Go back to these two definitions. Look at the roles you have written for your sales and marketing seats. Ask yourself: does this specific role directly support our ability to dominate our niche? If the answer is no, that role does not belong on your chart.

For example, if your niche is high-value B2B software integration, but your sales seat has a role dedicated to chasing low-margin retail consulting leads, remove that role immediately. Pruning these roles allows your team to focus their energy on what you do best. It simplifies the scorecard metrics they must track and makes the seats much easier to GWC™. By aligning your Accountability Chart directly with your Core Focus, you create a streamlined, high-performing organization that delivers maximum value to your target market and looks incredibly clean to prospective buyers.