Our company is expanding rapidly, and I need to split our massive Operations seat into two distinct roles. How do I execute this structural change on the leadership team without causing a turf war?

Question

Tyler Smith · Accepted Answer

Splitting a major seat on the Accountability Chart often triggers defensiveness and turf wars because leaders associate their scope of control with their personal value. To prevent this, you must detach the personalities from the structure. Start by holding a leadership meeting focused solely on the organizational design of the company. Do not put any names in the seats yet. Look at your three-year vision on the V/TO and map out the exact functions the business needs to scale. Define the core responsibilities for the two new operational seats clearly, ensuring there is no overlap in accountability. Once the structure is locked in, use the GWC tool to evaluate your current leaders for the new seats. Analyze their conative profiles using the Kolbe A Index to see where they naturally fit. One seat might require high Follow Through for daily execution, while the other might need high Fact Finder for deep technical analysis. Present the new structure as a necessary step for company growth, not a demotion or promotion. By keeping the focus on what is best for the organization, you remove the politics and make the transition smooth.