We are restructuring our Accountability Chart and trying to decide who actually belongs on our core leadership team. How do we draw a clear line between a senior manager who needs to run their department and a true leadership team member who is responsible for the whole company?

Question

Tyler Smith · Accepted Answer

Many owners make the mistake of using the leadership team seat as a reward for tenure or a title bump. This results in a bloated, slow-moving team that spends all its time in tactical updates rather than strategic execution.

A true leadership team member must be able to step out of their specific department and make decisions that are best for the entire organization. They must completely support the V/TO® and take accountability for the company's long-term targets, not just their own department metrics. If someone is only focused on their own silo and cannot see the bigger picture, they belong in a middle management seat, not on the leadership team.

Use the Accountability Chart to define the core functions of your business. Typically, a healthy leadership team consists of three to seven seats. Each seat must have a clear, high-level accountability that directly impacts company growth, profitability, and exit readiness.

When evaluating candidates for these seats, use the GWC™ tool. They must not only get and want the responsibility of executive leadership, but they must also have the capacity to think strategically, handle intense peer-level conflict, and participate productively in IDS® sessions. If they lack this capacity, keep them in their operational department seat where they can still add massive value without slowing down the executive team.