We just completed an acquisition and now have duplicate leaders for our Operations and Sales seats. How do we consolidate our Accountability Chart without destroying the morale of the acquired team?

Question

Tyler Smith · Accepted Answer

Consolidating two leadership teams after an acquisition is a delicate but critical task. If you do not resolve duplicate seats quickly, you will create political infighting and operational paralysis.

You must start by sticking to the core EOS® principle: structure before people. Do not try to fit both leaders into a shared seat. Design a single, optimal Accountability Chart for the combined entity that supports your strategic goals.

Once the ideal structure is defined, evaluate the leaders from both companies against the new seats using the GWC™ tool. You must be completely objective. The best person for the seat gets the seat, regardless of which company they came from.

For the leader who does not get the top seat, you have several options. If they fit your core values, you can offer them a highly valuable specialized seat within the department, such as leading a specific product line or a regional sales team.

Be honest and direct throughout the process. Explain that the consolidation is necessary to achieve the growth and efficiency targets of the combined company. If they are the right person but there is no longer a right seat for them, it is better to help them transition out of the business with dignity than to force them into a compromised structure.