Are You Still Wearing Too Many Hats? Here’s What We Did About It
I had a coaching call with a property management team that’s in the middle of a common, but critical, transition.
They’re growing. Fast enough to feel the pressure, but not so fast they’ve lost control. That in-between stage is exactly where most of the real problems show up.
Their operations manager had been building out their accountability chart, which is a fancy way of saying they’re figuring out who’s responsible for what.
Here’s what we decided.
1. If You Start It, You Finish It When one person kicks something off and someone else has to jump in halfway through, that’s where things fall apart. Or worse, they don’t fall apart, they just start leaking time, money, and accountability.
2. Don’t Build the Chart in Isolation Leadership can’t keep owning tasks by default. That’s how companies stall out. Each team member needs to document what they actually do day to day. That gives us the raw material to reassign responsibilities as the business grows. Otherwise, it’s all guesswork. What you’re doing today might not be what you should be doing tomorrow.
3. Prepare Now for the Next Stage We talked about starting a “future roles” section on the chart. It’s not about hiring that person tomorrow. It’s about seeing where the gaps are likely to appear before they turn into pain points.
If you haven’t mapped out who’s doing what in your company—and more importantly, who shouldn’t be doing it—now’s the time. Waiting until you’re underwater is not a strategy.
