We have two highly capable partners who want to share the Head of Business Development seat because they both bring massive client networks and want equal authority. How do we address this on the Accountability Chart without violating the rule of having only one name in a seat?

Question

Tyler Smith · Accepted Answer

Having two names in a single seat on your Accountability Chart destroys organizational accountability. When two people are responsible for the exact same seat, nobody is actually responsible. It leads to finger-pointing, delayed decisions, and massive frustration for the direct reports who do not know who has the final say.

If you have two business partners who both want to own the Head of Business Development seat, you must split the seat or choose one person to own it. You cannot have both names in the box. Even if they are equal partners in equity, they cannot be equal in daily operational accountability.

To solve this, look closely at the actual roles of the seat. You might split the seat into two distinct geographic regions, or divide it into New Client Acquisition and Strategic Accounts. This creates two distinct seats on the Accountability Chart, each with one name and its own unique set of five roles.

Alternatively, one partner must take the seat, and the other must step into a different seat where they GWC™ the roles. If they both insist on doing the exact same work in the exact same territory, one must report to the other for that function. Accountability requires a single point of ownership. Every seat on your chart must have exactly one name accountable, and every name must answer to a single manager.