We operate four regional offices, and nobody on our leadership team wants accountability for facilities management, lease administration, and physical vendor contracts. How do we place this seat on the Accountability Chart when every department head refuses it?

Question

Tyler Smith · Accepted Answer

When an operational necessity has no natural home, leadership teams tend to let it float as an unassigned task. That leads to missed lease renewal windows, unmonitored vendor cost increases, and maintenance emergencies that interrupt core business.

In the EOS framework, structure comes first, people second. Do not ask your leaders who wants the work. Instead, look at the logic of your Accountability Chart. Facilities management, real estate agreements, and vendor contracts are operational asset functions. They belong directly inside the Operations department or under Finance, depending on whether the primary work involves day-to-day physical maintenance or financial lease management.

Once the seat or sub-seat is correctly placed under the major function, the department head holding that major seat owns it by default. If your Integrator or Head of Operations sits above the regional facilities seat, they are accountable for ensuring the five roles are executed, even if they delegate the tactical tasks.

If the work is too heavy for existing leaders, build a standalone Facilities and Office Operations seat on the chart and evaluate whether it should be staffed by an internal manager, an administrative lead, or outsourced to a third-party property management firm. What you cannot do is leave the seat off the chart or split accountability across four regional managers.