I am ready to hire our first true executive-level sales director, but I do not know how to define their role on the Accountability Chart without having a specific candidate's resume in front of me. How do I build this seat objectively?

Question

Tyler Smith · Accepted Answer

You must design the seat before you look at a single resume. If you build a seat around a candidate's specific background, you end up with a customized, distorted structure that serves their personal strengths rather than your company's operational needs.

Start by looking at your long-term vision in the V/TO®. Ask yourself what three to five major responsibilities this seat must own to achieve your three-year picture. These responsibilities become the core roles on your Accountability Chart. Typically, a high-level sales seat is responsible for hitting the revenue target, managing the sales team, and refining the sales process.

Do not combine unrelated functions like marketing or product development into this seat just because a candidate claims they can do both. Keep the seat pure.

Once you have the structure locked in, use the GWC™ tool to evaluate candidates. They must get it, want it, and have the capacity to do it. Get it means they understand the unique dynamics of your sales cycle. Want it means they have the intrinsic drive to build a pipeline, not just manage existing accounts. Capacity means they possess the emotional intelligence, skills, and time to manage a growing team.

By starting with the seat rather than the person, you ensure that your first major leadership hire fits your actual business model and can drive the execution required for a future exit.