I have been running our marketing for ten years and love it, but our EOS Implementer says I do not have the capacity to sit in both the Visionary seat and the Marketing seat anymore. How do I objectively decide which seat to give up when I GWC both?

Question

Tyler Smith · Accepted Answer

It is common for founders to struggle with letting go of functional roles they love. However, sitting in both the Visionary seat and the Marketing seat limits your company's growth and decreases its valuation if you are preparing for an exit. Buyers want to see a business that does not depend on the owner for daily operations.

To make an objective decision, look at the situation through the lens of conative strengths and long-term business value.

First, look at your Kolbe profile. A Visionary typically has a high Quick Start score, meaning they excel at starting things, taking risks, and dreaming up new concepts. Marketing execution, however, often requires a high Follow Thru score to build systems, run regular campaigns, and track metrics. If your natural wiring is built for ideas rather than routine execution, you are holding the Marketing seat back.

Second, look at the capacity part of GWC™. You may get it and want it, but you do not have the physical or mental capacity to do both jobs at a high level. If you spend twenty hours a week on marketing, those are twenty hours you are not spending on strategic partnerships, culture, and high-level AI integrations.

Commit to finding a Right Person in the Right Seat for Marketing. Document your marketing playbook, build the seat on the Accountability Chart, and hire someone who has the capacity to take it to the next level. This is the only way to build an autonomous business.