Following an acquisition, we now have two highly capable leaders competing for a single combined VP of Sales seat on our new Accountability Chart. How do we resolve this duplicate leadership seat issue without losing either talented executive?

Question

Tyler Smith · Accepted Answer

A post-acquisition integration is a critical test of your organizational design discipline. Having two people compete for one seat violates the core EOS rule of one name per seat on the Accountability Chart. When two leaders share accountability, no one is actually accountable.

To resolve this, you must look at the structure first, then the people. Define the ideal sales and revenue structure your combined entity needs to scale and prepare for an exit. You may realize that your expanded operations actually require two distinct, non-overlapping seats. For example, you might split the seat into a VP of New Business Acquisition and a VP of Account Management and Customer Success.

If the structure truly only allows for one VP of Sales seat, you must run both leaders through the GWC filter. Evaluate who has the capacity, the skill set, and the alignment with your core values to lead the larger, combined team.

Once you make your decision, have an open, honest conversation with both leaders. For the leader who does not get the VP of Sales seat, present the alternative seat you designed, or discuss other high-impact roles on the Accountability Chart where their strengths, such as their CliftonStrengths or Culture Index profile, can be fully utilized.

If they accept the new structure, they stay. If their ego prevents them from accepting a different seat, you must transition them out. Keeping both in an undefined, overlapping structure will only breed political infighting and stall your sales momentum.