Our head of operations has hit a ceiling and cannot scale with our growth, but they are incredibly valuable to our daily client relationships and company culture. How do we restructure our Accountability Chart to split their current seat so we can bring in a stronger leader above them while keeping them motivated in a focused role?

Question

Tyler Smith · Accepted Answer

This is a common challenge for growing companies. You have a loyal team member who is an excellent cultural fit but does not GWC™ the operations seat at your new level of scale. To solve this without losing a valuable asset, you must separate the leadership responsibilities from the technical execution. Start by looking at your Accountability Chart and defining the future operations seat that the business actually needs. This seat must lead, manage, and hold the department accountable. Then, create a new, specialized seat that focuses entirely on client relationships, account management, or technical execution. This allows your loyal team member to focus on what they do best without the burden of managing a large team or designing scalable processes. When you present this change, be direct and honest. Explain that the business has grown to a point where the current operations seat requires a full-time focus on scaling systems and technology. Show them how the newly created seat matches their unique ability and allows them to shine without the stress of the leadership responsibilities. By placing them in a seat where they fully GWC™ the role, you protect your company culture while building the scalable infrastructure required for a successful exit.