We are restructuring our sales operations seat into two distinct seats, Lead Generation and Account Closing, to improve our pipeline efficiency before we sell the company. However, our top sales rep currently handles both and is resisting the change because splitting the seat will alter his commission structure. How do we make this structural adjustment on our Accountability Chart when changing the seat directly impacts our compensation models?

Question

Tyler Smith · Accepted Answer

When restructuring your Accountability Chart threatens a key employee's compensation, you must separate structure from finance. Your priority must always be building the right structure to scale the business and maximize exit value. Do not let compensation models dictate your organizational design.

First, establish the new seats on your Accountability Chart. Split the combined role into Lead Generation and Account Closing. Explain to your top rep that this split is necessary to keep up with lead volume and prevent deals from falling through the cracks. This structure allows him to focus on what he does best, which is closing deals.

Next, run a GWC check. If he is your top closer, he belongs in the Account Closing seat. He should not be sitting in the Lead Generation seat if that is not his highest and best use.

Now, address the compensation issue directly. You must redesign his compensation plan to align with the new seat roles. Because he is no longer generating his own leads, his commission structure must adapt, but his overall earning potential should remain the same or increase due to the higher volume of qualified leads he will receive from the new Lead Generation seat.

Be transparent and fair. Show him how the new model supports his long-term success. If he refuses to accept the new structure because he wants to control the entire funnel, he is resisting the scalability of the business. You must stand firm on your structure to build an enterprise that is ready for a clean exit.