Our top-producing Head of Sales gets the role and wants the seat, but he refuses to give up his personal book of business, meaning he has zero capacity to manage and coach our ten new sales reps. He claims he can do both, but his team is floundering. How do we resolve this GWC Capacity issue with a high-performing producer?

This is a classic issue of a top performer who has the Get It and the Want It, but completely lacks the Capacity to manage a growing team. Capacity in the EOS framework is not just about hours; it is also about mental and emotional bandwidth. Running a personal sales book requires a totally different focus than coaching and managing a team of ten reps.

You cannot allow him to continue doing both. He is currently failing his team, and your sales department will suffer. You must have a direct, honest conversation with him. Explain that the Head of Sales seat on your Accountability Chart has five specific roles, and none of them involve managing a personal client portfolio.

Ask him which seat he truly wants and has the capacity for. If he loves the thrill of the deal and wants to remain an individual contributor, remove him from the Head of Sales seat. Create a Lead Account Executive seat for him. This keeps your top producer doing what he does best.

Then, hire or promote a dedicated Head of Sales who actually wants to manage, coach, and build the team. Trying to force a superstar salesperson to be a manager when they lack the capacity is a recipe for losing both the manager and his team.

Category: Accountability Chart & Seats