We need to combine two legacy leadership seats into a single consolidated operations seat to make our organization more attractive to buyers for an exit. Both current leaders are excellent, but only one can run the new seat. How do we execute this restructuring cleanly?

Question

Tyler Smith · Accepted Answer

This is a highly sensitive transition that requires absolute clarity and zero ambiguity. Trying to run a consolidated department with co-leaders is a mistake that will confuse the organization and stall decision-making. You must make a clean decision based strictly on the GWC tool. Evaluate both leaders objectively. Who has the true capacity, skills, and long-term vision to lead the consolidated department under a potential buyer? Once you have made your decision, communicate it to both leaders individually before announcing it to the wider team. Meet with the leader who is not getting the consolidated seat first. Frame the change around the strategic needs of the business and the path to a successful exit. If they are a great culture fit and possess deep institutional knowledge, offer them a newly defined, valuable seat on the updated Accountability Chart that matches their strengths, such as a specialized technical or advisory role. If no suitable seat exists, or if they cannot accept the change in status, work out a respectful, generous exit package that honors their contribution. By handling the transition with radical candor and respect, you protect your culture while building the streamlined structure buyers look for.