We are redesigning our Accountability Chart to scale, and two of our strongest, most competitive leadership team members are fighting over who gets the newly defined, high-profile revenue-generating seat. How do we resolve this without losing one of them?

Question

Tyler Smith · Accepted Answer

When you redesign your Accountability Chart to scale the business, structural conflicts are inevitable. If two of your strongest, most competitive leadership team members are fighting over a single high-profile seat, you cannot solve this through compromise or by splitting the seat. Splitting accountability always leads to confusion and poor execution.

You must handle this by strictly applying the GWC™ filter. Evaluate both candidates objectively against the roles and responsibilities of the new seat. Who truly gets the seat, wants the seat, and has the capacity to deliver the required results? Be completely honest about who is best suited to drive the company forward.

Once you make your decision, you must have a candid, private conversation with the executive who did not get the seat. Show them where they fit on the new Accountability Chart. Highlight how their unique strengths are vital to another critical area of the business, such as leading automated operations or expanding strategic accounts.

Frame the organizational changes around the company's long-term growth and preparation for a clean exit. If they embody your core values and are truly Humbly-Confident, they will understand that the structure of the business must come before personal ambition. If they refuse to accept the new structure and create ongoing toxicity, you may have to help them transition out of the company.