We need to split our current operations seat into two distinct roles to handle our growth, but the current leader feels this is a demotion and is threatened. How do we restructure the Accountability Chart without losing them?

Question

Tyler Smith · Accepted Answer

As a company grows, seats on the Accountability Chart must grow and split. This is a natural progression, but to a long-term leader, it can feel like a direct threat to their status and security. You must manage this transition with absolute clarity and focus on the needs of the business.

Start by explaining that the Accountability Chart is designed for the business, not the people. The structure must always be built to serve the company's long-term vision, regardless of who is currently in the seats.

Sit down with the leader and map out the new structure. Show them how the current operations seat has become too large for any single human to GWC. By splitting the seat into two distinct roles, you are actually setting them up to succeed rather than setting them up to fail under an unsustainable workload.

Help them see where their unique strengths lie. Use their Kolbe A profile to identify which of the new seats aligns best with their natural method of operation. Let them focus on the area they truly Get, Want, and have the Capacity to do masterfully.

By framing the split as a necessary step to scale the company and protect their sanity, you can reduce their defensiveness and keep a valuable leader engaged through your next phase of growth.