How to Use This Hub - WKT EOS™ Accountability Chart

Purpose & Approach

This planning hub supports Sofia Aziz's three-phase accountability chart process. It serves as:

Preparation Tool
Document current state before facilitation sessions

Workshop Space
Debate placements, simulate scenarios, track decisions

Reference Material
Single source of truth for Sofia's facilitation

Sofia's Three-Phase Process

1

Diagnose the Real Problem

30 Days | Investment: $4,800 CAD

What Happens

Working Genius assessments for leadership team
Five Behaviors of a Team baseline assessment
Discovery sessions with Chris and Glenn separately
Team diagnostic session

Deliverable: Comprehensive Diagnostic Report

Who should (and shouldn't) be in which seats based on Working Genius
What behavioral issues are blocking team effectiveness
Whether 9-person leadership structure is optimal
Which roles have overlapping accountabilities
Whether reporting relationships need adjustment
How Visionary tendencies are creating bottlenecks
2-3 recommended changes for forward momentum

🎯 How This Hub Supports Phase 1: Use the People Tracker to document current roles and salaries. Use Strategic Debates to capture open questions about team structure.

2

Build the Foundation & Strengthen with Glenn

60 Days

Sofia Works Directly with Glenn (Fractional Integrator)

Weekly operational partnership (1-2 hours/week)
Drive L10 meetings with confidence and structure
Manage Rocks and Scorecard discipline
Navigate hard conversations for Accountability Chart
Build capacity to manage Chris's Visionary energy
Lead difficult conversations about role clarity

Facilitate Foundational EOS Work

Complete Accountability Chart
- Define 5-7 major functional seats (may be fewer than current 9)
- Clarify seat ownership and reporting structure
- Address role overlaps identified in Phase 1
- Right-size Glenn's direct reports
- Support seat-filling decisions based on Working Genius fit
Establish L10 rhythm
Build the Scorecard
Set 90-Day Rocks

Address Team Dysfunction

Monthly leadership team sessions (90 minutes each)
Use Working Genius and Five Behaviors frameworks
Improve collaboration, decision-making, and trust

🎯 How This Hub Supports Phase 2: Use the Four Engines pages to workshop proposed structures. Use Financial and Automation tools to simulate impact. Document all decisions in the Decision Log.

⚠️ Important Scope Clarification:
Focus is on leadership team structure and major functional seats. Department-level accountability charts are out of scope (guidance provided for cascading).

3

Sustain & Scale

Ongoing

After Phase 2 completes, the accountability chart should be operational. This hub transitions to:

Reference for cascading department-level charts
Tracking implementation progress
Documenting adjustments and refinements
Measuring automation and efficiency gains

Key Frameworks & Methodologies

📘 EOS (Entrepreneurial Operating System) / Traction

Core Tool: The Accountability Chart (not an org chart). Shows functions, not people. Focuses on what needs to be done, not who currently does it.

The 5-7 Rule: An Integrator should have 5-7 direct reports maximum. WKT currently has 9 on leadership team — likely needs right-sizing.

Seat Definition: Each seat has 5 roles (major responsibilities) and clear measurables. The person in the seat must:

G.W.C. it — Get it (understands the role), Want it (desires the responsibility), Capacity to do it (has time/ability)

💡 Working Genius (Patrick Lencioni)

6 Types of Working: Wonder, Invention, Discernment, Galvanizing, Enablement, Tenacity

Chris's Profile: I-D-W-G-E-T

Geniuses (natural strengths): Invention & Discernment — generates ideas and evaluates them quickly
Competencies: Wonder & Galvanizing — can do these but draining over time
Frustrations: Enablement & Tenacity — empowering others and sustaining follow-through are hardest

How This Impacts Accountability Chart: Chris needs teammates who are strong in Enablement and Tenacity to complement his Invention/Discernment. Glenn as Integrator should have Tenacity as a genius or strong competency.

🔺 5 Dysfunctions of a Team (Lencioni)

The Pyramid (bottom to top):

Absence of Trust — team members don't feel safe being vulnerable
Fear of Conflict — avoiding healthy debate leads to artificial harmony
Lack of Commitment — without debate, people don't truly buy in
Avoidance of Accountability — unwilling to call out peers on behaviors
Inattention to Results — individual goals trump collective goals

Sofia's Approach: Phase 1 includes Five Behaviors assessment to baseline where WKT leadership team sits on these dysfunctions. Addressing these is critical before finalizing accountability chart.

📖 Traction Chapter 4: The Right People in the Right Seats

Key Insight: "You can't build a great company without great people in the right seats. But first you have to know what the right seats are."

The Process:

Simplify the org chart — strip away complexity, focus on 5-7 major functions
Delegate and elevate — push responsibilities down, free leadership for strategic work
Predict the future — design for where you're going (12-24 months), not where you are
Match people to seats — after defining seats, THEN assess who fits best (not before)

Recommended Workflow

Before Sofia's Facilitation Sessions

Read the Foundation: Manifesto and Org Blueprint (Strategic Foundation page)
Document Current State: Use People Tracker to map everyone's current roles and salaries
Capture Open Questions: Add any concerns or debates to Strategic Debates section
Review Each Engine: Read Publishing, Institutional, Enterprise, Labs proposals
Complete Assessments: Working Genius and Five Behaviors (Sofia will coordinate)

During Workshop Sessions

Reference this hub as shared source of truth during discussions
Update in real-time: Document decisions in Decision Log immediately
Use planning tools: Financial projections, automation opportunities to validate choices
Track changes: When functions move between engines, update and note rationale
Challenge assumptions: Use Strategic Debates to surface competing viewpoints

After Accountability Chart is Finalized

Update all engine pages to reflect final structure (mark as "Approved")
Document final people-to-seat mapping in People Tracker
Build implementation timeline using Implementation page
Track automation rollout on Automation page
Monitor financial impact on Financial Summary page
Use for onboarding: New leaders reference this hub to understand the "why" behind structure

Best Practices for Success

✓ Focus on Functions First

Design the accountability chart around what needs to be done, not around who currently does it. People come after structure.

✓ Right-Size Glenn's Team

Target 5-7 direct reports maximum. Current 9-person leadership team likely needs consolidation or restructuring.

✓ Address Dysfunction First

If trust, conflict avoidance, or accountability issues exist, fix those before finalizing structure. Sofia's Phase 1 will surface these.

✓ Match Working Genius to Seats

Put people in roles that align with their geniuses (natural strengths). Don't force frustrations into seats long-term.

✓ Predict the Future

Design for where WKT will be in 12-24 months, not where it is today. This is a growth-oriented structure.

✓ Document Everything

Use this hub's Decision Log religiously. Future-you will thank present-you for documenting the "why" behind choices.

Common Pitfalls to Avoid

⚠️ Don't Make These Mistakes

Designing around people instead of functions — "We need a seat for Susan" becomes the driver instead of "We need this function covered"
Keeping too many direct reports — Integrator overwhelm is real. Consolidate where possible.
Ignoring Working Genius mismatches — Putting someone in a seat that's all frustrations will fail, no matter how talented they are
Rushing to finalize before addressing dysfunction — A broken team won't suddenly work better just because you redrew the chart
Making it too complex — Simpler is better. Fewer layers, clearer accountability.
Forgetting to predict the future — Don't design for today's problems. Design for next year's growth.
Skipping the "why" documentation — If you don't write down why decisions were made, you'll relitigate them endlessly

How to Use This Planning Hub