We are updating our sales process with automated CRM triggers, which changes our Sales seat requirements. Our current Head of Sales prefers old-school, relationship-based selling and resists using the CRM tools. How do we adjust the roles on our Accountability Chart to account for this change?

Question

Tyler Smith · Accepted Answer

When you modernize your sales process with automated tools, the roles within your Sales seat must change. If your current leader resists this evolution, you must address the structural misalignment first rather than trying to force a square peg into a round hole.

Begin by redefining the Sales seat on your Accountability Chart. The five roles for this seat must reflect the new automated reality. Instead of focusing solely on relationship building, the roles should include things like managing pipeline automation, driving CRM data integrity, and converting qualified leads.

Once the seat is structurally defined, run a GWC evaluation on your current leader against these new roles. Ask yourself if they truly get, want, and have the capacity to lead a technology driven sales department.

If they do not pass the GWC evaluation, you have a right person, wrong seat issue. Their relationship skills are highly valuable, but they should not be leading a modern department.

Consider restructuring the chart to create a new individual contributor seat, such as Key Account Director or Enterprise Sales Specialist, where their relationship building talents can shine. Then, hire a tech savvy sales leader to occupy the formal Sales seat and drive the automated processes. This keeps your legacy talent engaged while ensuring your operational structure supports your growth and exit goals.