Our company has evolved rapidly over the last eighteen months, but our leadership team structure has remained exactly the same. How do we regularly assess our Accountability Chart to ensure our leadership seats are aligned with our current business reality rather than our historical setup?

Question

Tyler Smith · Accepted Answer

Many companies make the mistake of keeping their leadership team structure static as they grow, trying to fit their people into outdated boxes. An effective operating system requires you to regularly assess and update your Accountability Chart to match your current business reality, not your past. Every six to twelve months, you should evaluate whether your current seats are still the right ones to achieve your strategic goals. To do this, look at your V/TO® and your target metrics. Ask yourself if your current structure is holding you back. Are certain departments overloaded? Are key functions like technology, customer success, or compliance buried under legacy seats? If your business has evolved, your seats must evolve too. When restructuring, always design the Accountability Chart for the business first, completely ignoring the personalities of your current team. Create the ideal structure that can scale the company and prepare it for an eventual exit. Only after the structure is finalized should you look at your people and determine if they GWC™ those seats. If you have gaps, you must make the hard decisions to hire, promote, or move people, ensuring your leadership structure remains clean, lean, and highly functional.