We are scaling rapidly and need to split our operations seat into two distinct roles, but our current operations leader wants to keep both. How do we use the Accountability Chart to objectively show them that the seat has grown too large for one person without making it a personal attack?

Question

Tyler Smith · Accepted Answer

When scaling rapidly, seats on the Accountability Chart often outgrow the capacity of a single human being. To address this without creating defensiveness, you must keep the conversation entirely focused on the structure of the organization, not the personality or worth of the individual.

Start by taking the current operations leader out of the picture entirely. Look at the organization from a high level and define the functional needs of the business for the next twelve to eighteen months. Map out the specific roles and responsibilities required to handle the increased volume.

When you map this out, it will become visually obvious that the single operations seat now contains too many major roles, such as supply chain management and customer fulfillment. Draw the two new, distinct seats on the Accountability Chart, and list the five key roles for each.

Once the structure is clear, bring the operations leader into the conversation. Show them the new chart and walk them through the GWC™ analysis for both seats. Use the capacity element of GWC™ to show them the math. Explain that while they have the get-it and want-it for both roles, no single person has the physical capacity to execute ten major responsibilities at a high level in a scaling business.

By framing the split as a structural necessity driven by company growth rather than a personal failure, you preserve their dignity. This objective approach helps them see that letting go of one seat is the only way to ensure both functions succeed.