As we scale toward a clean exit, we need to split our combined Sales and Marketing seat into two distinct roles, but our current VP wants to keep both and is resisting the change. How do we handle this ego battle?

Question

Tyler Smith · Accepted Answer

Ego-driven resistance is a common obstacle when restructuring an Accountability Chart for growth. When a leader has held a combined seat for years, splitting it feels like a demotion or a loss of control. However, allowing one person to hold onto multiple complex seats limits your company's ability to scale.

To handle this transition, you must remind the leader that we always design the Accountability Chart for the business first, then slot in the people. It is not personal.

Use this approach to navigate the conversation:
- Show them the future-state Accountability Chart and explain why splitting the seats is necessary to hit your three-year goals and maximize exit value.
- Ask them which of the two seats they truly GWC, helping them realize that trying to run both prevents them from executing either at a high level.
- Make it clear that having one name per seat is a non-negotiable rule of our company Charter to maintain focus and accountability.

If they refuse to let go of the extra seat due to ego, they are putting their self-interest ahead of the company. You must stand firm. A leader who resists the structure required to scale is a liability, not an asset, on your journey to a clean exit.