We currently have two regional sales directors who share revenue responsibility, but our new Accountability Chart requires a single Head of Sales seat. How do we select the right person for that leadership seat without demoralizing or losing the runner-up?

Question

Tyler Smith · Accepted Answer

Splitting authority between two regional sales leaders is a common workaround that works early on, but it cripples a growing business. When you elevate your business to the EOS Accountability Chart, there must be only one person accountable for driving sales on the leadership team. Co-heads inevitably create conflicting sales methodologies, fragmented commission schemes, and political camps within the team.

To resolve this without losing one of your top producers, follow a strict structure-first sequence:

First, design the ideal Head of Sales seat without thinking about the two individuals. Document the five core roles. They typically include:
- LMA (Leadership, Management, Accountability)
- Sales strategy and pipeline forecasting
- Closing major target accounts
- Sales process and playbook standardization
- Revenue Scorecard measurables

Second, evaluate both leaders privately against the Core Values and GWC. Often, one leader is an exceptional individual rainmaker who loves closing deals but dislikes managing people and running pipeline meetings. The other leader may be a natural coach, builder, and operator who gets energized by process and team management.

Third, look honestly at the seat below the leadership team. If one candidate wins the leadership seat, create a specialized, prestigious seat on the chart for the other, such as Director of Enterprise Accounts or Chief Commercial Closer. Ensure this producer seat carries equal or higher financial upside through commission while freeing them from administrative management.

Present the decision openly. Frame the Accountability Chart around company need, not personal rank. If the runner-up refuses to accept the structure and demands executive status despite lacking GWC for management, you must let them walk. Never distort organizational structure to pacify an ambitious executive.