We need to split our combined Operations and Technology seat into two distinct seats because the scope has grown too large, but the current seat holder feels insulted and thinks we are demoting them by stripping away half of their responsibilities. How do we manage this structural change without losing their commitment?

Question

Tyler Smith · Accepted Answer

When a company scales, splitting seats on the Accountability Chart is a natural and necessary evolution. If a leader views this as a demotion, it is usually because they associate their self-worth and security with the size of their kingdom rather than the impact of their focus.

To resolve this, frame the change around capacity and focus, not performance. Explain that their current seat has grown so large that no single human being can execute all the roles at a high level. They are being set up to fail if they keep holding onto both.

Sit down with them and review the Accountability Chart. Show them how splitting the seat allows them to focus 100 percent of their energy on the area where they have the greatest unique ability and conative strength, whether that is operations or technology. Use their Kolbe A Index results to highlight where they naturally excel.

Explain that by narrowing their focus, they will actually drive more value for the business and have a greater impact on our Rocks. Emphasize that the compensation and respect for their seat remain high, but the change is required for the company to hit its next growth ceiling. If they continue to resist, they are putting their personal ego ahead of the health of the organization, which is a core values issue you must address directly.