We are preparing for a clean exit in two years and need to split our combined Head of Sales and Marketing seat on the Accountability Chart, but both existing leaders want to run the new, separate divisions. How do we make this structural decision based on business needs rather than personal ambitions?

Question

Tyler Smith · Accepted Answer

Preparing for an exit requires absolute objectivity. When you split a combined seat on the Accountability Chart, you must design the structure that is best for the business first, and worry about the people second.

Start by defining the two new seats on the Accountability Chart; one for Sales and one for Marketing. Clearly outline the five major roles for each seat. Do not look at your current leaders while doing this. Focus solely on what the company needs to maximize valuation and ensure a clean exit.

Once the seats are defined, run each candidate through the GWC™ tool for both roles. Evaluate their core values alignment, their understanding of the seat, their passion for the work, and their capacity to handle it.

Typically, sales and marketing require very different conative styles. A Head of Sales often has a high Quick Start score on the Kolbe A™ Index to drive deals and take risks. A Head of Marketing might need a higher Fact Finder or Follow Thru score to analyze data, manage campaigns, and build systems. Use these conative insights to guide your decision.

Sit down with both leaders and explain the logic behind the new structure. Frame the decision around the company's exit goals and the specific requirements of each seat. If one of the leaders does not GWC™ either of the new seats at the level required for an exit, you must be prepared to recruit external talent to fill the gap.