During our Focus Day™, we realized that we have two business partners who are currently co-leading our marketing and sales department. How do we resolve this co-leadership structure on our Accountability Chart without creating conflict or demoting one of them?

Question

Tyler Smith · Accepted Answer

Having two people in one seat on the Accountability Chart is a recipe for operational paralysis and confusion. When two people are responsible for a seat, nobody is responsible. It creates communication gaps, slows down decision-making, and frustrates the rest of the team who do not know who has the final say.

To resolve this, you must look at the seat, not the people. First, define the GWC™ (Get It, Want It, Capacity to Do It) requirements for the seat. Then, look at the five major roles that belong in that seat. You will almost always find that the two partners have different strengths. One might be excellent at strategic marketing, while the other is a natural sales leader.

You must split the roles and create two distinct seats on the Accountability Chart, or place one partner in the seat and find a different, appropriate seat for the other. This is not a demotion. It is a clarification of responsibilities that allows both partners to focus on what they do best. If you try to keep them co-leading a single seat, you will continue to suffer from operational friction.