Our business has doubled in size, and our existing Accountability Chart is bursting at the seams, but the leadership team is clinging to their legacy seats and territories. How do we objectively restructure our organization for future growth without triggering a political turf war?

Question

Tyler Smith · Accepted Answer

As a business scales, the seats that got you here will not get you there. Clinging to legacy structures out of loyalty or comfort is a recipe for stagnation. To restructure without political turf wars, you must separate the seats from the people.

During your quarterly planning session, blank the board. Erase all names from your Accountability Chart. Act as if you are designing a brand-new organization from scratch to handle your target revenue over the next three years. Focus entirely on the functions, roles, and responsibilities the business needs to succeed, completely ignoring who currently works at the company.

Once you have designed the ideal structure, and only then, do you begin placing names back into the seats. Use the GWC™ tool to objectively evaluate each person for their new seat.

If a legacy leader no longer fits their seat or if the seat has grown past their capacity, you must have an honest conversation. They may need to step into a different, highly valuable seat that aligns with their natural strengths. By focusing on what is best for the business rather than protecting egos, you can navigate the transition smoothly and prepare your organization for its next phase of growth.