Our head of sales is openly defying our new Accountability Chart because they feel their new, narrower seat reduces their internal authority. How do we handle this active resistance without creating a toxic rift in the leadership team?

Question

Tyler Smith · Accepted Answer

This resistance usually stems from fear of losing status or control. When you transition from traditional titles to the Accountability Chart, people often feel demoted if their empire is streamlined to focus only on what they actually GWC™ (Get It, Want It, Capacity to Do It). If your head of sales is openly defying this structure, you must address it immediately. Allowing this behavior to slide sends a message to the rest of the team that the new operating system is optional.

Start by having a direct, one-on-one conversation outside of your team meetings. Walk them through the logic of the seat. Explain that the Accountability Chart is designed to optimize the business, not reward seniority or soothe egos. They need to understand that a narrower focus actually allows them to excel and drive greater revenue, which is the best way to secure their standing in the company.

Use the GWC™ tool objectively. Ask yourself and them: Do they truly want this specific seat, or are they holding onto the old, unstructured way of operating because it gave them unchecked influence? If they cannot accept the boundaries of the seat and continue to undermine the system, they are showing you that they do not share your core values or fit the culture you are building. You cannot allow one person's ego to derail the alignment of the entire leadership team.