We are restructuring our organization and now both our VP of Marketing and VP of Sales are claiming ownership of our customer retention and lifetime value metrics. How do we resolve this Accountability Chart dispute when two highly capable leaders both want the same seat?

Question

Tyler Smith · Accepted Answer

When two capable leaders are fighting over ownership of the same metrics or responsibilities, it is a clear sign of structural ambiguity. On a healthy Accountability Chart, there can only be one name accountable per seat. When accountability is shared, or when boundaries are fuzzy, it leads to friction, duplicate work, and ultimately, a lack of progress.

To resolve this dispute, take both leaders out of the equation and focus entirely on the needs of the business. Look at your future state Accountability Chart. Define the critical roles for each seat without thinking about who will fill them. Decide where customer retention and lifetime value logically fit to drive the greatest operational efficiency.

Once the structure is optimized and the roles are defined, use the IDS® process with both leaders. Present the structural logic and discuss it openly. Evaluate both leaders against the GWC™ tool for that specific seat. Who truly gets, wants, and has the capacity to run that function?

Remind them of the pillar of Trust in Our Charter. This is not about winning a turf war or protecting egos; it is about placing the right person in the right seat for the good of the organization. Once you make the final decision, both leaders must commit to the Same Page pillar, supporting the new structure with one voice.