We have two highly competitive senior sales reps who both want the open Sales Director seat. To avoid losing either of them to a competitor, we are considering letting them share the seat as co-directors on our Accountability Chart. How do we handle this without causing chaos in our sales pipeline?

Question

Tyler Smith · Accepted Answer

The idea of having two sales directors in one seat on your Accountability Chart, while tempting to retain talent, is a fundamental compromise of the EOS framework. This approach leads to significant long-term operational challenges.

The Problem with Shared Seats

In EOS, accountability must be absolute. Placing two individuals in a single seat creates an inherent lack of clear ownership and responsibility.

• No ultimate accountability: When sales targets are missed, co-directors will likely point fingers or assume the other person was handling it.
• Double-boss syndrome: Your sales team will receive conflicting directions on deals, strategy, and priorities, leading to confusion and inefficiency. This can severely impact your [sales pipeline](/qa/ai-assisted-sales-follow-up-process) and overall team performance.
• Operational paralysis: This short-term fix to appease egos or prevent turnover ultimately creates long-term operational paralysis, hindering your company's ability to execute effectively and scale.

The EOS Approach: One Person, One Seat

Instead of compromising your structure, adhere to the core EOS principle: design the ideal Sales Director seat with one clear set of roles and responsibilities.

• Define the seat first: Clearly outline what this critical leadership seat truly entails, independent of the individuals currently vying for it.
• Apply the GWC™ check: Once the seat is defined, run a clean "Get It, Want It, Capacity To Do It" (GWC) check on both candidates.
• Get It: Do they inherently understand the role's function, vision, and how it contributes to the organization?
• Want It: Are they passionate about this specific role and its responsibilities?
• Capacity To Do It: Do they possess the skills, time, and mental space required to excel in the role, including the ability to [lead a team effectively](/qa/leading-vs-lagging-scorecard-metrics)?

Navigating the Unchosen Candidate

For the candidate who does not get the Sales Director seat, you must have a different, honest conversation.

• Right Person, Right Seat: If they are a right person in a right seat as an individual contributor, leverage their skills there.
• Expand Impact: Create a path for them to expand their impact in an individual capacity. This could involve:
• Managing key strategic accounts.
• Leading specialized training initiatives.
• Taking on critical projects that align with their strengths without disrupting the [Accountability Chart](/qa/resolving-accountability-chart-seat-overlaps) structure.
• Preserve Structure: Do not break your Accountability Chart structure to manage their feelings. Bending the rules sends a signal to your entire organization that structure is negotiable. This will destroy your operational discipline and can significantly reduce your [company value](/qa/why-buyers-pay-more-for-eos-run-businesses) before an exit.

Upholding the integrity of your Accountability Chart is crucial for maintaining clear lines of authority, fostering true accountability, and ensuring your business can scale effectively.

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