Operators
Example · Board of 3Sales says we need this CRM upgrade. Finance says no. Product wants Slack integration. How do I structure the trade-off?
Chief of staff
This one needs a board: The Operator, The Strategist and The CFO. The Operator turns strategy into the boring, sequenced work that actually ships. Each researches alone first, then they react to one another — and on a decision, two of them take opposed sides.
The OperatorCOO
The StrategistCompetitive Expert
The CFOFinancial Controller

Asked first
Who would own this on Monday if you said yes today?
MeSomeone on the teamNobody yet
The board’s call
Hold CRM upgrade for one quarter; run a 30-day diagnostic to confirm the bottleneck is the tool (vs. process, vs. enablement).
60% of CRM-tool decisions trace to process problems, not feature gaps. 30 days of diagnostic costs $0; a CRM migration costs 6 months of team distraction.

The CFO disagreed
“Sales leader will read this as "you don't trust my judgment" — communicate the diagnostic as protection, not delay”
Board of 3 · up to 135 credits on the card · an example, not a recorded run








