Our VP of Sales has been with us for twelve years and is a perfect core value fit. However, as our market changes, he admits he hates cold outreach and enterprise sales strategy. He wants to do basic account management instead. How do we adjust the Accountability Chart without offending him or creating an expensive, unnecessary seat?

Question

Tyler Smith · Accepted Answer

You must make decisions based on the greater good of the company, not out of sentimentality for a legacy employee. If your VP of Sales no longer wants to do the strategic work of driving new sales, he does not GWC™ the VP of Sales seat. Specifically, he lacks the want-it component for that seat.

Keeping him in a seat he does not want is a disservice to him and a danger to your growth. However, because he is a perfect core value fit, you want to keep him in the company if there is a genuine business need.

Look at your Accountability Chart without names. Do you have a legitimate, vacant seat for a senior account manager that justifies his salary? If you do, you can transition him to that seat. He will likely be happier and more productive because he gets, wants, and has the capacity for it.

If that seat does not exist, you must not invent an expensive, unnecessary role just to keep him comfortable. That violates the principle of structure first, people second.

Have an honest, caring conversation. Explain that the VP of Sales seat has evolved and requires roles he no longer wants to perform. Offer him the senior account manager seat if it exists and makes financial sense. If not, help him transition out of the company with dignity.