We have a highly complex, technical enterprise sales cycle, and we currently have two senior account directors sharing the Head of Enterprise Sales seat because they both claim they cannot manage the workload alone. How do we break this single seat into two distinct, clear seats on our Accountability Chart without creating a double-headed monster or losing our momentum?

Question

Tyler Smith · Accepted Answer

Having two people share one seat is a structural disaster because when two people are responsible, nobody is responsible. It dilutes accountability and forces your Integrator to referee constant disputes. You must split this shared seat immediately on your Accountability Chart.

Start by analyzing the actual workload and the conative profiles of the two directors. Use a conative screening tool like the Kolbe Index to understand how they naturally take action. If one director has a high Fact Finder score, they are naturally wired for deep research, detailed proposals, and strategic planning. If the other has a high Quick Start score, they excel at initiating new relationships, pitching, and driving deals to close.

Based on these natural strengths, split the single Head of Enterprise Sales seat into two distinct, non-overlapping seats. For example, you can create a Head of Enterprise Business Development seat focused purely on hunting new accounts, and a Head of Key Account Management seat focused on farming and retaining existing clients.

Each seat must have its own unique set of five roles and its own measurable metrics on your Scorecard. Both seats will report directly to the Integrator, or to a single Head of Sales seat if you choose to hire one later. This structure provides absolute clarity, eliminates turf wars, and allows both leaders to operate in their natural strengths.