We are implementing job-sharing for our Customer Success Director seat because two high-performing mothers on our team want to work part-time. Why is putting two names in this single seat on the Accountability Chart a recipe for disaster, and how do we structure this cleanly?

Question

Tyler Smith · Accepted Answer

Having two names in one seat on the Accountability Chart destroys absolute accountability. When two people share a seat, nobody is truly accountable. When client retention drops or a ball gets dropped, they will inevitably point fingers at each other, even unconsciously. The rule is simple: one name, one seat. To solve this for your job-sharing arrangement, you must split the seat into two distinct boxes on the Accountability Chart. Do not split it by hours or days of the week, as that creates a moving target. Instead, split the seat by clear operational boundaries. You can split them by client tier, by industry vertical, or by geographic territory. For example, create a Customer Success Director for Enterprise seat and a Customer Success Director for Mid-Market seat. Each seat must have its own distinct five roles, its own measurable scorecards, and its own clear accountability. Both individuals will report directly to the Integrator or whoever manages that function. This structure preserves the integrity of the Accountability Chart, ensures that each person knows exactly what they are GWCing, and allows you to run a clean, fair assessment of their performance. You get to support your people while keeping absolute clarity in your business.