Our company has grown rapidly, and our leadership team members are tripping over each other with overlapping duties and territorial disputes. How do we redesign our Accountability Chart from scratch without making it about individual personalities?

Question

Tyler Smith · Accepted Answer

You must separate the seats from the people. This is the cardinal rule of building an Accountability Chart in EOS. When leadership teams try to organize around current employees, their friendships, and their individual skill sets, they bake structural dysfunction directly into the company blueprint.

Take the leadership team offsite for a dedicated session. Wipe the board clean. Assume no one currently works at the business. Ask one fundamental question: What is the simplest, most effective structure required to run and scale this organization over the next six to twelve months?

Build the structure from the top down. Identify the Visionary, the Integrator, and the core operational seats, typically Sales and Marketing, Operations, and Finance. For every seat, define the single title and exactly five major roles. Every seat must have a clear scope of responsibility and measurable outcomes.

Only after the structure is finalized and agreed upon by the entire team do you look at people. Evaluate every candidate for every seat using GWC: Do they get it, do they want it, and do they have the capacity to do it? If two leaders were previously sharing duties, pick the single person who best fulfills GWC for that specific seat. The other person must be placed in a role that matches their true capacity or transitioned out. Structure must always dictate people, never the other way around.