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Build the Accountability Chart that Actually Runs the Company
Playing to Win
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Welcome to the latest newsletter |
My newsletter is designed specifically to help business owners like you grow your companies with tried & applied bits of business knowledge, all communicated in actionable, bite-sized chunks. I will share insights and advice aimed at enhancing your business operations, boosting your success, and allowing you to focus more on what truly matters. Let's work together to achieve your goals and make your endeavors a reality. |
Key Points of the Newsletter |
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Build the Accountability Chart that Actually Runs the Company |
Titles don’t run companies—clarity does. An effective accountability chart is a blueprint for how value is created, not a museum of how you used to work. Begin by defining the handful of core functions that exist in any business—growth, delivery, finance, people, and systems—and list the outcomes each function must own. Under every function, create seats with a single owner and write a crisp description of responsibility, authority, and success metrics. When more than one person “kind of” owns a result, nobody does, and results drift. Place the visionary and the implementer distinctly. The visionary sets direction, protects culture, and hunts for leverage; the implementer runs the day-to-day, manages the leadership team, and owns delivery against the P&L. That separation unlocks speed, because strategic pivots are weighed and sequenced rather than broadcast as real-time interruptions to every team. Equip leaders with a shared scorecard and hold a weekly operating review where structure, priorities, and numbers meet; when a seat is consistently underwater, you adjust scope, add capacity, or redesign the work rather than punishing people for a structural miss. Make the chart a living artifact. Revisit it every 90 days and ask three questions: where is accountability blurry, where are decisions slow, and where is the P&L feeling friction. Update seats, shift responsibilities, and prune work that no longer fits the strategy. Communicate changes with the why, the what, and the when, and then reinforce with one-to-ones that coach behavior back to the outcomes on the chart. As clarity improves, political work evaporates, managers manage, and individual contributors can finally spend their week doing the job they were hired to do. That is how structure becomes a competitive advantage instead of a constraint. |
Stay tuned for more insights in our next newsletter. Remember, it's the small adjustments that often make the biggest impact on your business's profitability. Here's to your continued success! |
Stay driven to push your business forward, |