We have two highly talented customer service leads who both want to step up to our newly created Head of Customer Success seat on the Accountability Chart. Can we put both of their names in this single seat, or split the seat into two identical co-leader roles?

Question

Tyler Smith · Accepted Answer

Putting two names in one seat or creating co-leader roles is a recipe for operational gridlock and accountability drift. The rule on the EOS Accountability Chart is absolute: only one name can occupy a seat. When two people share a seat, nobody is truly accountable, and your team will quickly start playing them against each other.

To resolve this, you must first define the single Head of Customer Success seat with its five core roles. Once the seat is clearly defined, evaluate both candidates objectively using the GWC framework. They must get it, want it, and have the capacity to do it.

If both candidates fully GWC the seat, you as the leadership team must make a tough decision and select the one who is the absolute best fit. For the candidate who is not chosen, you have a few constructive options. You can split the department structurally if the volume justifies it, such as creating a Head of Enterprise Accounts seat and a Head of SMB Accounts seat, provided each has distinct accountabilities.

Alternatively, you can keep the unselected candidate in their current role with a clear path for professional development. Have an open, honest conversation about why the decision was made. Explain that having a single point of accountability is a structural necessity for the company to scale and prepare for a clean exit, and that a dual leadership model would ultimately set both of them up to fail.