Most founders I know don’t actually have one job, they have three. Or five. Or ten. I’ve been there myself: one hat for sales, one for operations, one for HR, and another for customer service  (all before lunch)

What does that mean for hiring? Too often, when we try to hire in the middle of that chaos, we end up writing job descriptions based on our overwhelm, not on a clear map of the company. That’s why coaching systems like EOS, Bloom Growth, and Scaling Up all push leaders to build an organizational (or accountability) chart.

I used to think: how boring. Until I realized it’s not just a chart, it’s a mirror.

When I first drew mine, I suddenly saw:

• I was holding three roles.

• Some teammates were holding half a role.

• And some roles didn’t even exist.

Once that truth was on paper, I was finally able to play the jigsaw puzzle, moving responsibilities left, right, up, and down until every role made sense (and I had less on my plate).

Only then can you:
✔️ Write job descriptions that actually stick
✔️ Carve out tasks without leaving holes
✔️ Stop hiring “a warm body to do stuff”

Most small companies never do this exercise. But the ones who do unlock a level of clarity that makes scaling possible.

Have you ever done the organigram exercise? What surprised you most when you saw your company on paper?