We have co-directors of marketing who have shared the same seat and responsibilities for two years. As we prepare to scale, this co-leadership model is causing major delays. How do we resolve a one seat two people issue on our Accountability Chart?

Question

Tyler Smith · Accepted Answer

A co-leadership model on the Accountability Chart is a recipe for operational drag. When two people are responsible for a single seat, nobody is actually accountable. It leads to consensus-based decision-making, slower execution, and finger-pointing when targets are missed. To resolve this, you must split the seat. You cannot have two names in one box. Start by looking at the core functions of your marketing department. Typically, marketing involves distinct sub-functions, such as brand strategy, lead generation, content creation, and technical automation. First, define the ideal structure for your marketing function without thinking about the two co-directors. Create clear, distinct seats with non-overlapping roles. For instance, you might create a Director of Demand Generation seat and a Director of Brand Strategy seat. Second, evaluate both individuals against the newly defined seats using the GWC framework. Evaluate if they truly get, want, and have the capacity for these distinct roles. Use conative profiles to see who is naturally wired for each seat. A high Quick Start might excel at brand strategy, while a high Follow Thru is better suited for lead generation systems and data analysis. Once you align each person with a single, dedicated seat, they will have clear ownership of their metrics. This eliminates the need for constant consensus and unlocks the speed your business needs to scale.