Our Head of Operations is currently managing both our physical warehouse logistics and our software development team. The seat has become too heavy, and things are falling through the cracks. How do we split this seat on the Accountability Chart without causing a turf war or hurting his ego?

Question

Tyler Smith · Accepted Answer

When a single seat becomes too heavy, the business hits a ceiling because that leader lacks the physical capacity to manage two massive, distinct functions. Warehouse logistics and software development require completely different skill sets and mindsets. Combining them is a structural mistake born from early-stage resource constraints.

To split this seat without triggering an ego battle, you must use the IDS® process during your next leadership quarterly meeting. Frame the discussion around the needs of the organization, not the performance of the individual. Show the team that the company's growth has expanded both roles to the point where they each require full-time focus to succeed.

Draft the two new, separate seats on your Accountability Chart: one for Head of Operations and one for Head of Technology. Detail five distinct roles for each seat. Once the structure is clear, have an open conversation with your current leader. Ask him which of these two areas he truly gets, wants, and has the capacity to run.

Let him choose the seat where he can deliver the highest impact. Then, leave the other seat open and begin recruiting. This keeps the focus entirely on growth and structure, rather than making him feel like he is being demoted or punished.