What happens if our leadership team realizes during a quarterly session that we need to split a single seat on our Accountability Chart into two entirely separate roles immediately?

Question

Tyler Smith · Accepted Answer

It is very common for a growing company to reach a point where a single seat on the Accountability Chart has become too large or complex for one person to manage. When this realization happens during a quarterly session, we do not ignore it. We address it immediately using the IDS® process.

First, we define the issue. We look at the existing seat and list all of its current responsibilities. We then determine if the current seat holder has the GWC™ capacity to manage all of those functions. If the workload has expanded beyond what one person can realistically do well, we must restructure.

Second, we design the new seats. We do not look at the people currently on the team; we focus entirely on the needs of the business. We map out the exact roles and responsibilities for two distinct seats on the Accountability Chart, ensuring there is no overlap in accountability.

Third, we build a transition plan. We do not implement major structural changes overnight. We assign specific ninety-day Rocks to manage the transition, including recruiting for the new seat and transferring responsibilities. This structured approach allows you to evolve your organizational structure to support growth without causing chaos or disrupting your ongoing operations.