Who can carry the plan your business needs?
Your goals describe what ownership should make possible. The financial, revenue and operating work explains how the company intends to get there. Module 7 connects that plan to the people responsible for delivering it.
Begin with the team and systems you actually have. You can clarify responsibilities, plan support and develop people while parts of the business are still being built.
Define the responsibility, plan the team, practice the work
| Milestone | The owner’s question | What you establish |
|---|---|---|
| M19 · 3 Functional Leaders | Who owns finance, revenue and operations today? | Clear responsibility, separate assessments of systems and people, an expectations discussion and a supported next action. |
| M20 · Five-Year Leadership Roadmap | How will we cover and fund the work as the company changes? | Four connected five-year seat plans, financial support, an actual planning decision and scheduled review. |
| M21 · Leadership Development | What can this person learn to carry next? | One priority leader practicing real work with support, feedback, checked follow-through and continuing review. |
You may deliberately remain CEO or hold a functional responsibility. Three seats describe the work that needs ownership; they do not prescribe three immediate full-time hires.
Connect the leaders to the same company plan
The CFO leads reliable financial information, planning and the explanation of cash and value. Module 4 teaches that foundation.
The CRO leads the customers, offers, acquisition economics, retention and forecast behind revenue. Module 5 connects those practices.
The COO leads delivery, capacity, quality and margins. Module 6 supplies the operating work.
The CEO integrates the functions, resolves their trade-offs and brings ownership the choices reserved for it. Ownership supplies the direction. A sales opportunity, delivery commitment and funding need should be reviewed as parts of one decision.
Keep three kinds of assessment separate
A Functional OS Assessment examines a business system. A Leadership Readiness Assessment examines an actual person’s contribution within their authority and support. Each has 27 items and its own total out of 81 when fully assessed.
The three milestone scores measure installation of the owner’s practice, each from 0 to 3. Module 7 contributes up to nine points to the owner’s broader Velocity Score. The six diagnostic totals are not added or averaged into it.
Read the full item criteria, including their evidence periods, before recording ratings. Missing evidence remains unreviewed. Use the findings, company priorities and actual work to decide what to do next. A low total alone is not a staffing decision.
Start with a responsibility that still returns to you
Choose a recent report or decision where you supplied the explanation or follow-through. The one-page Put a Name on Every Number worksheet helps you record today’s person, scope, authority, support, evidence and next conversation.
Then use the role descriptions and assessments to understand the gap. The four five-year plans explain how staffing and support could change. A development agreement turns one current need into practice you can observe.
For example, a revenue manager may need reliable customer records, instruction in forecasting and time to prepare a recommendation. Buying more software would address only part of that arrangement. Define the work and support before choosing the remedy.
Use the Playbook and reviews you already maintain
Keep roles, assessments, staffing plans and development agreements in Your Leadership Team. The financial model stays in The Numbers. Dated preparation, decisions and follow-through stay in The Rhythm of the Owner’s Playbook.
Monthly reviews let leaders explain results and check commitments. Quarterly review revisits capability and priorities. Annual planning tests the next team’s costs and responsibilities alongside the budget. Those decisions return to departmental work through the company’s business operating system.
You gain options as more of the work can be carried by others. The next module connects those responsibilities to Executive Compensation, while Operator Transition helps you make a deliberate choice about your own role.
Choose your next step
Review the wider system. Use the Ownership Assessment to consider this work beside your goals and the other milestones. Choose a useful priority from the evidence.
Bring the plan together with support. The 90-Day Boardroom Blueprint connects ownership direction, the financial foundation and decisions in a first usable Playbook. You can explore help directly; taking the Assessment is not a purchase prerequisite.
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