Our company has doubled in size over the last two years and our VP of Marketing is struggling to keep up with the strategic demands of his seat. He is a great core values match, but he is clearly out of his depth. How do we address this on the Accountability Chart?

Question

Tyler Smith · Accepted Answer

As your company scales, the seats on your Accountability Chart naturally grow larger and more complex. A seat that required a tactical doer two years ago now requires a strategic leader who can execute the Lead, Manage, and Accountability role. If your VP of Marketing cannot keep up with this growth, you have a right person, wrong seat issue. Keeping him in the seat out of loyalty is a disservice to both him and the company. You must address this situation directly using the GWC™ tool. If he does not have the capacity to lead the department at this new level, you must redesign the structure. One solution is to hire a high-caliber VP of Marketing who fully GWCs the elevated seat, and transition your current manager into a specialist seat beneath them, such as Director of Brand Strategy. This allows him to focus on his core strengths without the burden of LMA. If he resists this transition due to status or ego, you must help him transition out of the organization. Your accountability to the business's growth must always come first.