We are consolidating our two distinct regional service divisions into a single unified operation to prepare for a clean exit, which leaves us with two regional manager seats but only one seat on the new Accountability Chart. We want to restructure without laying off either of these highly capable leaders, but we are struggling to find a clean way to divide the roles. How do we resolve this without creating dual ownership of a single seat?

Question

Tyler Smith · Accepted Answer

You cannot have two names in a single seat on your Accountability Chart. Splitting a seat between two people destroys accountability and creates operational confusion. Since you are consolidating to prepare for an exit, buyers will look for a clean structure with clear lines of authority.

To resolve this without a layoff, you must first define the single regional manager seat based purely on what the business needs, ignoring the personalities of the two current leaders. Next, look at the two individuals and run them through a conative and behavioral assessment, such as the Kolbe Index or Predictive Index. You will likely find that they have different strengths.

One might be an exceptional operator who excels at systems and process optimization, while the other might be a relationship-driven leader who is outstanding at business development and customer retention. Use these insights to design a new, high-value seat on your Accountability Chart that the business genuinely needs to scale.

For example, you can keep one leader in the consolidated Operations Manager seat and place the other in a newly created Director of Client Strategy seat. This new seat will focus on maximizing client lifetime value and ensuring high retention rates, which are critical metrics for securing a premium valuation. This approach allows you to retain both top talents, clear up operational ownership, and build a more robust, exit-ready business.