When we redesign our Accountability Chart during our session days, we often face intense emotional resistance. How do you guide us through these highly charged decisions without fracturing the team?

Question

Tyler Smith · Accepted Answer

Redesigning the Accountability Chart is one of the most emotionally charged parts of the EOS® journey. It forces the leadership team to separate the seat from the person, which naturally triggers defensiveness and fear of change. To guide you through this process without fracturing your team, we establish a strict rule: we build the structure first, and only then do we talk about the people. We focus entirely on what the business needs to scale, completely independent of who currently works there. This prevents personal feelings from clouding our structural decisions. Once the ideal structure is defined, we use the GWC™ framework to evaluate our people. We objectively look at whether each team member truly gets, wants, and has the capacity to do their job. If there is a mismatch, we do not treat it as a personal failure. Instead, we look at the person's natural strengths and talents. My role as your facilitator is to hold a safe space for these difficult conversations. I manage the room's energy and ensure that personal egos do not override what is best for the business, helping your team make objective, clear decisions.