We have a key manager who sits in our Client Onboarding seat and does an incredible job, but she keeps all her processes in her head. Since we are planning an exit, how do we use our Accountability Chart to force her to document her workflows?

Question

Tyler Smith · Accepted Answer

Tribal knowledge is the enemy of business valuation. If your Client Onboarding manager walks out the door, your client retention rates will plummet, and any potential buyer will see this as an unacceptable risk. You must make process documentation a core accountability of her seat. To do this, update her seat on the Accountability Chart to include a specific, non-negotiable role: documenting and maintaining standard operating procedures for client onboarding. By putting this directly on the chart, you elevate process documentation from an administrative task to a core expectation of her job. In your next Level 10 Meeting, set a quarterly Rock for her to document the entire onboarding workflow. This should not be a massive manual, but rather a simplified guide of the key steps required to deliver consistent results. If she resists or claims she does not have the time, you have a GWC issue. She may get the seat and want it, but she lacks the capacity or willingness to perform a vital role required for the company's future. Holding her accountable to this new role is essential. If she cannot or will not document her workflows, she is no longer in the Right Seat, and you must make a change to protect your exit readiness.