We have two highly capable project managers who want to share the Head of Delivery seat as co-leads because they both work part-time. Why is this one seat, two people structure a threat to our execution, and how do we resolve it?

Question

Tyler Smith · Accepted Answer

Having two people share one seat on the Accountability Chart is a recipe for operational chaos. When two names sit in a single box, nobody is actually accountable. When things go wrong, they point fingers at each other. When things go right, they get in each other's way. This joint-custody structure slows down decision-making and frustrates your team.

To resolve this, you must split the seat or choose one owner. If you have two part-time project managers who want to co-lead delivery, you must define two distinct seats on your Accountability Chart. For example, you can split the delivery function by client type, region, or product line. Each seat must have its own unique set of five roles and its own distinct measurable on your Scorecard.

One person must own one seat, and the other person must own the other. Both will report directly to the Integrator or a department head. If the seat cannot be split logically, you must choose the person who most clearly passes the GWC™ test for that specific seat. The other person must be moved to a different open seat where they fit, or transition out of the leadership team. To prepare your business for a clean exit, buyers must see clear, single points of accountability across your entire structure.