We have a capable leadership team, but two leaders are clearly in the wrong seats based on their natural wiring, creating friction across executive handoffs. How do we reorganize seats on the Accountability Chart without bruised egos or executive resignations?

Question

Tyler Smith · Accepted Answer

Executive seat friction happens when you assign roles based on personal histories or executive titles rather than the objective operational needs of the business. When two capable leaders sit in the wrong seats, their handoffs fail, projects stall, and both individuals feel frustrated.

Fix this by stepping back and decoupling the structure from the people. In EOS, the rule is always structure first, people second. Take the leadership team offsite or into a dedicated session and look at the Accountability Chart with blank seats. Redesign the top five roles for those two specific operational seats based solely on what the business requires to hit your V/TO targets over the next three years.

Once the structure is locked, apply the GWC framework objectively. Have an open, direct conversation with both leaders about their unique abilities and natural wiring. In many cases, an executive who is struggling in a seat knows they are misaligned and feels the exhaustion of fighting against their natural strengths.

Frame the change around enterprise traction and individual empowerment. Show them how the realigned seats allow each leader to focus on what they genuinely get, want, and have the capacity to master. Clearly articulate how the handoff between their seats will function, backed by distinct Scorecard measurables. If an executive takes offense at a structural reorganization designed for company scale, they are putting personal ego ahead of the business, which proves they are not a long-term fit for your leadership team.