We have a rapidly expanding Sales and Marketing department, and we want to put both our current Sales Manager and our Marketing Manager as co-leaders in our new Revenue Director seat. Since they work beautifully together, why can we not have two names in this one seat?

Question

Tyler Smith · Accepted Answer

Having two names in one seat is a recipe for operational disaster. The absolute golden rule of the EOS® Accountability Chart is that there must be only one name accountable per seat. When two people are accountable, nobody is accountable.

If you put two names in the Revenue Director seat, you will inevitably create confusion for the rest of the team. Employees will not know who to go to for final decisions, and the co-leaders will eventually clash when they disagree on strategy, budgets, or performance issues. It also makes it impossible to hold anyone accountable when goals are missed.

If your Sales and Marketing departments are growing, you have two correct paths. You can either keep them as separate seats on your leadership team reporting directly to the Integrator, or you must choose one person to sit in the Revenue Director seat, with the other person reporting to them.

Be honest about who has the GWC™ for the director-level seat. If both are highly valuable but neither is the right fit to lead the combined department, keep the seats separate on your chart. Do not compromise your structural accountability just to avoid a difficult conversation.