We are merging our marketing and sales departments into a single revenue seat on our Accountability Chart, but we have two highly competent directors who both want the job. How do we resolve this structural conflict without losing either of these key players?

Question

Tyler Smith · Accepted Answer

Merging two distinct departments like sales and marketing into a single revenue seat is a smart strategic move, but putting two leaders into that seat is a recipe for operational chaos. EOS® rules are absolute: there can only be one name in any seat on the Accountability Chart. If you have two highly competent directors vying for the position, you must use an objective process to make the decision. Start by evaluating both candidates using the GWC™ filter. Do they truly get, want, and have the physical and mental capacity to run the combined department? Next, look at their conative profiles using the Kolbe Index to see who has the natural problem-solving instincts best suited for the strategic demands of the combined seat. Once you make your decision, you must find a meaningful path for the other leader.
- They might take a highly specialized role reporting directly to the new revenue leader.
- They might transition to a different seat on the Accountability Chart where their skills are desperately needed.
If they do not GWC™ any other available seat, you must release them, despite their legacy and performance. Keeping them in a co-leadership role will confuse the team, slow down execution, and destroy accountability.