Our VP of Sales is currently wearing the Marketing hat as well, but as we scale, both departments need dedicated full-time leadership. He feels that hiring a separate VP of Marketing is a demotion and is actively resisting the change. How do we split these seats on our Accountability Chart without triggering an ego-driven executive exit?

When a leader wears multiple hats, they often build a sense of personal empire. Splitting their seats can feel like a demotion, even when it is necessary for the next stage of business growth. To handle this transition without triggering an executive exit, you must frame the decision entirely around the Accountability Chart and the needs of the business. Do not make it about his personal performance.

First, use your V/TO® to show where the company is heading. Explain that to hit your three-year goals and prepare for an exit, both Sales and Marketing require one hundred percent focus from a dedicated leader. No single person has the capacity to run both departments at that scale.

Second, sit down with him and review his GWC™ for both seats. Ask him which seat he truly gets, wants, and has the capacity to run at a world-class level as the company expands. Most leaders will admit they have a preference and are feeling overwhelmed trying to split their focus.

Once he selects his primary seat, elevate him in that role. Explain that by delegating the other seat, he can finally elevate his department to its full potential. Involve him in the hiring process for the new leader to ensure strategic alignment and show that you value his partnership.

Category: Leadership Team