We have two highly skilled customer service reps who want to job-share a single Client Success Manager seat on our Accountability Chart. If they both GWC the seat and have a great handoff process, why does EOS say we can only have one name in a seat?

Question

Tyler Smith · Accepted Answer

In the EOS® system, a fundamental principle is that only one name can occupy a seat on the Accountability Chart. This rule is crucial because placing two names in a single seat fundamentally compromises accountability.

The Problem with Two Names in One Seat

When two individuals share a single seat, accountability becomes diluted. Consider this:

• If both employees are nominally responsible for client success, then in reality, neither is fully accountable when a critical client churns.
• The clarity of who owns a specific outcome is lost, leading to potential blame games or, conversely, a lack of ownership when problems arise.

This absence of clear ownership can hinder progress and obscure who is ultimately responsible for specific results, measurables, and Rocks. For more on defining roles, see [how to resolve seat overlapping issues](/qa/resolving-accountability-chart-seat-overlaps).

How to Handle Job Sharing in EOS

If you have two highly skilled team members who wish to job-share a role, such as a Client Success Manager, you cannot simply put both names in the same box on the Accountability Chart. Instead, you must structurally split the seat. This means creating two distinct seats, each with its own clear responsibilities and a single person accountable for it.

Here's how you can achieve this structural split:

• Geographic Division: Assign responsibilities based on different regions or territories.
• Client Segmentation: Divide clients by tier (e.g., Tier A, Tier B) or specific industry verticals.
• Time-Based Division: Allocate responsibilities by shift times or specific days of the week.

Example: Splitting a Client Success Manager Seat

Instead of one "Client Success Manager" seat with two names, you could create:

• Client Success Manager - Tier A
• Client Success Manager - Tier B

Each of these new seats would have its own identical five roles and responsibilities. However, the scope of work for each seat is clearly defined (e.g., "Responsible for all Tier A clients" versus "Responsible for all Tier B clients"). One person then sits in each newly defined seat, and each is fully accountable for their specific metrics and Rocks. This approach maintains clear accountability, ensuring everyone knows what they are responsible for and what they are accountable to the team for. Learn more about GWC in relation to roles by reviewing [Head of Customer Success, low Follow-Thru Kolbe](/qa/head-customer-success-low-follow-thru-kolbe).

Benefits of Structural Clarity

This structural splitting of seats offers significant advantages:

• Preserves Absolute Accountability: Each individual knows precisely what they own, eliminating ambiguity.
• Leverages Talent: It allows you to utilize the skills of both team members effectively within the EOS framework.
• Scalability and Clarity: This structure demonstrates to potential buyers that your operations are clearly defined and scalable. For more on documenting operations, consider [operational playbooks for strategic premium multiples](/qa/operational-playbooks-for-strategic-premium-multiples).
• Reduces Reliance on Informal Agreements: It moves beyond informal, cooperative arrangements that could collapse if one employee leaves, creating a more robust organizational design. Understanding how to delegate and structure the Accountability Chart is key to [preparing for an exit](/qa/thinking-time-accountability-chart-exit-prep).
• Supports Clear Measurables: With distinct roles, it becomes easier to define and track weekly measurables for each seat, improving overall performance management. For ideas on measurables, check out [back-office weekly scorecard measurables](/qa/back-office-weekly-scorecard-measurables).

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