Role, Time, and Delegation Lines
Role, Time, and Delegation Lines
Sections 6 and 7 turn from who you are to what you actually do. Section 6 asks for your role, how your hours really divide, your leadership style, and how you handle underperformance and team mistakes. Section 7 asks for your ranked business priorities, your criteria for evaluating opportunities in order, an auto-decline list, your client-experience standard, how you end difficult client relationships, and your exit vision. Together they give the twin its map of your business day.
Your job description — the honest version
Write the one you actually have, not the one printed on the org chart. Most owners wear five hats: selling, doing the highest-skill technical work, managing people, keeping the books honest, and absorbing whatever crisis lands today. Then write the time reality underneath: where your hours actually go versus where they should go. The gap between the columns is where the twin earns its keep, absorbing triage from hours that should be selling. Be truthful about leadership style as well: "close supervision for new hires, wide berth after ninety days, correction in private, praise in public" tells the twin how to frame every people-related recommendation it hands you.
Handle the hard edges in writing too. Underperformance: the conversation comes quickly, the plan is short, the runway is fixed, and it happens in private. Team mistakes: fix the system first, and you speak to the client yourself — while the profile records whether the twin may draft your words for approval.
Priorities, opportunities, and auto-declines
Rank the business priorities in order, the numbered sequence again. Then write your opportunity criteria as an ordered checklist the twin evaluates top to bottom: margin first, then client fit, then workload impact, then strategic value — in whatever order you name. Incoming opportunities get scored against the checklist and presented as a comparison. The auto-decline list closes doors entirely: work you refuse by policy — unpaid discovery, engagements needing skills no one on the team has yet, the client type that has burned you twice. Because you have said no in advance, the twin never pitches you those. That list is pure reclaimed attention.
Difficult endings and the exit vision
Write how a difficult client relationship ends: honest and early, clear handoff terms, no surprise cutoff. The twin may draft the ending message for your approval; it never improvises the end of a business relationship, and it never keeps a bad relationship alive to avoid an awkward hour.
Finally, the exit vision — sell, pass down, or keep — looks abstract but changes daily behavior. An owner building to sell keeps client concentration low and documentation current, and the twin should nudge decisions that way: record the knowledge, widen the client base, reduce owner-only tasks. An owner passing the business to family weighs the same questions differently. The twin must know which future it is building toward, or it will quietly optimize for a plan you abandoned years ago.
Key Takeaways
- Sections 6 and 7 map your role, real-time allocation, leadership style, priorities, opportunity criteria, auto-declines, client standards, endings, and exit vision.
- The gap between actual and intended hours is where the twin first pays for itself.
- Ordered opportunity criteria let the twin score and compare instead of asking you everything twice.
- The auto-decline list and a written ending script reclaim attention and prevent improvised exits.
- The exit vision — sell, pass, keep — quietly reorders daily decisions; the twin must know which one it serves.
Role, Time, and Delegation Lines
Sections 6 and 7 turn from who you are to what you actually do. Section 6 asks for your role, how your hours really divide, your leadership style, and how you handle underperformance and team mistakes. Section 7 asks for your ranked business priorities, your criteria for evaluating opportunities in order, an auto-decline list, your client-experience standard, how you end difficult client relationships, and your exit vision. Together they give the twin its map of your business day.
Your job description — the honest version
Write the one you actually have, not the one printed on the org chart. Most owners wear five hats: selling, doing the highest-skill technical work, managing people, keeping the books honest, and absorbing whatever crisis lands today. Then write the time reality underneath: where your hours actually go versus where they should go. The gap between the columns is where the twin earns its keep, absorbing triage from hours that should be selling. Be truthful about leadership style as well: "close supervision for new hires, wide berth after ninety days, correction in private, praise in public" tells the twin how to frame every people-related recommendation it hands you.
Handle the hard edges in writing too. Underperformance: the conversation comes quickly, the plan is short, the runway is fixed, and it happens in private. Team mistakes: fix the system first, and you speak to the client yourself — while the profile records whether the twin may draft your words for approval.
Priorities, opportunities, and auto-declines
Rank the business priorities in order, the numbered sequence again. Then write your opportunity criteria as an ordered checklist the twin evaluates top to bottom: margin first, then client fit, then workload impact, then strategic value — in whatever order you name. Incoming opportunities get scored against the checklist and presented as a comparison. The auto-decline list closes doors entirely: work you refuse by policy — unpaid discovery, engagements needing skills no one on the team has yet, the client type that has burned you twice. Because you have said no in advance, the twin never pitches you those. That list is pure reclaimed attention.
Difficult endings and the exit vision
Write how a difficult client relationship ends: honest and early, clear handoff terms, no surprise cutoff. The twin may draft the ending message for your approval; it never improvises the end of a business relationship, and it never keeps a bad relationship alive to avoid an awkward hour.
Finally, the exit vision — sell, pass down, or keep — looks abstract but changes daily behavior. An owner building to sell keeps client concentration low and documentation current, and the twin should nudge decisions that way: record the knowledge, widen the client base, reduce owner-only tasks. An owner passing the business to family weighs the same questions differently. The twin must know which future it is building toward, or it will quietly optimize for a plan you abandoned years ago.
Key Takeaways
- Sections 6 and 7 map your role, real-time allocation, leadership style, priorities, opportunity criteria, auto-declines, client standards, endings, and exit vision.
- The gap between actual and intended hours is where the twin first pays for itself.
- Ordered opportunity criteria let the twin score and compare instead of asking you everything twice.
- The auto-decline list and a written ending script reclaim attention and prevent improvised exits.
- The exit vision — sell, pass, keep — quietly reorders daily decisions; the twin must know which one it serves.
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