We are restructuring our combined Sales and Account Management division into two separate departments on our Accountability Chart to prepare for our exit. How do we transition our current team into these new seats without laying anyone off or triggering a wave of resignations?

Question

Tyler Smith · Accepted Answer

Redesigning your structure to separate hunting from farming is a classic exit-readiness move, but it always triggers anxiety. To prevent panic, you must design the structure first, completely independent of the people you currently employ. Build the ideal Accountability Chart for your three-year target, creating separate Sales and Account Management seats with distinct roles and measurables.

Once the ideal structure is locked in, run a GWC™ evaluation on every single member of your current team against these new, specific seats. Some of your top hunters are likely sitting in account management roles they hate, and some of your relationship-focused team members are struggling to close new business.

When you make the transition, frame the change as a path to focus and success. Sit down with each person individually and show them how their unique strengths align with the new seats. Explain that by splitting the functions, you are removing the tasks they struggle with so they can excel at what they do best.

If you have a loyal team member who does not GWC™ either of the new seats, do not force them into a bad fit just to avoid a hard conversation. Look for other open seats in the company where they can add value, or prepare a graceful transition plan. Keeping the wrong person in the wrong seat will sink the restructure.