We split our Customer Success and Account Management functions into two separate seats on the Accountability Chart, but now the two leaders are constantly arguing about where one role ends and the other begins. How do we resolve this operational overlap using EOS tools?

Question

Tyler Smith · Accepted Answer

When you split seats, operational friction usually means your roles are poorly defined or your scorecard metrics overlap. In the EOS framework, accountability must be clear and absolute. If two people are responsible for the same outcome, nobody is responsible.

Bring both leaders into an IDS session. Put the Accountability Chart on the board. Review the five major roles for both the Customer Success seat and the Account Management seat.

You must draw a hard line between their responsibilities. For example, Customer Success might own product adoption, onboarding, and retention metrics. Account Management might own upsells, contract renewals, and account expansion revenue.

Every activity, client touchpoint, and decision must belong to one seat or the other. Update the roles on the Accountability Chart to reflect these clear boundaries.

Next, look at their weekly scorecards. If they are tracking the same metrics, you will have conflict. Ensure their individual scorecard numbers align directly with their specific roles.

Finally, instruct them to resolve daily operational handoffs between themselves. If they cannot agree on a specific process, your Integrator must make the final call. Clear boundaries prevent political infighting and create a smooth experience for your clients.