I am trying to redesign our sales department structure to prepare for our exit, but I am completely overwhelmed by all the moving parts, commission plans, and current personnel issues. How do I get past this mental block and design the right structure?

Question

Tyler Smith · Accepted Answer

When you are overwhelmed by the complexity of restructuring, you are trying to solve too many problems at once. You must step away from the daily chaos and dedicate uninterrupted Thinking Time to this challenge, using the frameworks from Keith Cunningham.

Set aside forty five minutes, grab a pen and notepad, and shut off all digital distractions. Do not focus on commission structures or personal feelings yet. Start with a high value question designed to cut through the noise, such as: How might I structure our sales department so that a new hire can predictably generate leads without relying on my personal relationships?

This shift in framing forces you to focus on the structure of the seat rather than the specific individuals currently occupying your sales office. Write down every structural obstacle that stands between your current setup and that ideal state.

Once you have identified the obstacles, translate them into distinct roles on your Accountability Chart. For instance, you might realize you need to separate lead generation from closing deals, creating two distinct seats: a Business Development Representative and an Account Executive.

By using Thinking Time to isolate the structural requirements from the people and compensation issues, you create a clear, logical blueprint. Once the structure is defined on your Accountability Chart, you can then design the commission structures and evaluate your current team members against the new seats. This disciplined approach prevents you from making emotional decisions that pay a hefty dumb tax later.