We are launching a small inbound lead-generation channel. We do not know whether we should create a brand-new seat on our Accountability Chart or simply add this as a fifth role to our existing Marketing Coordinator's seat. What is the rule of thumb?

Question

Tyler Smith · Accepted Answer

When deciding whether to create a new seat or expand an existing one, the rule of thumb is to look at the required skillset, the time commitment, and the core focus of the seat. You must protect the simplicity of your Accountability Chart.

First, look at the skillset. Does managing the new inbound lead-generation channel require the same conative and cognitive abilities as the Marketing Coordinator's current roles? If the coordinator is focused on creative graphic design, but the inbound channel requires heavy data analysis and CRM workflow automation, the skillsets are mismatched. Putting both in one seat violates the GWC™ principle.

Second, look at capacity. A standard seat on the Accountability Chart should have no more than five major roles. If the Marketing Coordinator already has five roles, adding a sixth complex role will dilute their focus. They will end up doing six things average instead of five things superb.

If the new channel is small and only requires a few hours a week, and the skillset aligns, add it as a role for now. However, write it down on your Issues List. As soon as that channel starts to scale, you must carve it out into a dedicated Lead Generation seat. This keeps your structure clean and ensures that someone is wake-up-and-go-to-sleep accountable for inbound leads.