We have finalized our Accountability Chart™ but are hitting resistance because some senior leaders feel the new structure demotes them or strips them of their legacy authority. How do we handle this emotional friction without compromising the integrity of the chart?

Question

Tyler Smith · Accepted Answer

Friction is normal when building your Accountability Chart™ because it forces you to design the structure your business needs to scale, independent of the people currently in those seats. When senior leaders feel demoted, it is usually because they are conflating their self-worth and legacy contribution with a specific box on a chart. To resolve this, you must first separate the seat from the person. Address the issue objectively using the GWC™ tool. Does the leader Get, Want, and have the Capacity to do the job required of the new seat? If they do, but they are upset about a title change or a shift in reporting lines, you must have a candid, private conversation. Remind them that as the company grows, the complexity of every role increases. A job that was managed by one person three years ago may now require a completely different structure to succeed. Do not compromise the integrity of the chart to appease someone's ego. If you create a customized seat just to make a long-term employee feel good, you build weakness into your foundation. This will eventually lead to operational bottlenecks and frustration across the entire team. Focus the conversation on the future vision of the company and where they can make the highest impact. If they truly share your Core Values, they will eventually embrace the structure that is best for the organization, even if it requires a personal adjustment.