We are consolidating our separate Marketing and Sales seats into a single Revenue Growth seat to streamline our pipeline, but the two department heads are fighting over who gets the seat. How do we objectively make this RPRS decision?

Question

Tyler Smith · Accepted Answer

When consolidating separate department seats into a single Revenue Growth seat, you must remove all politics and personal feelings from the decision. This is not about who has been with the company longer or who is more liked; it is about who is the absolute best fit to lead the new structure. Start by defining the five core roles of this new Revenue Growth seat on your Accountability Chart. These roles must be clear, measurable, and focused on the ultimate output of the seat, which is a unified and predictable sales pipeline. Once the seat is defined, evaluate both department heads objectively using the GWC™ framework. Ask three questions for each candidate. Do they truly get the strategic integration of sales and marketing? Do they want the ultimate accountability for both metrics? Do they have the mental, emotional, and physical capacity to manage this larger span of control? If one candidate clearly passes the GWC™ test and the other does not, the decision is made. You must then find a suitable seat for the other candidate or help them transition out of the business. If both candidates pass, look at their conative profiles. Use the Kolbe Index to see who has the natural instincts to manage a combined system. If neither candidate fully fits the GWC™ profile for this consolidated seat, do not force it. You must launch an external search for a qualified leader.