We suspect that some of our key leadership seats are occupied by people who may not be able to scale with us over the next three years. How do we prepare our team for the vulnerability required to restructure the Accountability Chart during our sessions?

Question

Tyler Smith · Accepted Answer

Redesigning your Accountability Chart is often the most emotionally charged part of the entire EOS journey. It requires a level of raw honesty that most corporate environments actively avoid.

To prepare your team for this exercise, we establish a foundational covenant based on trust and mutual respect before we write a single name on the board. We make it clear that we are designing the structure the business needs to hit its 3-Year Picture first, completely independent of the people currently on the payroll. We look at the seats, not the personalities.

Only after we have built the perfect structure do we begin placing names in those seats using the GWC framework. Do they get it, do they want it, and do they have the capacity to do it?

This process requires deep vulnerability. As your facilitator, I create a safe space where team members can speak openly and honestly without fear of retribution. We do not engage in backroom politics or polite nod-alongs. We address performance and structural misalignments directly on the whiteboard.

If a long-time leader does not GWC their seat, we do not sweep it under the rug. We use the tools to handle the transition with dignity, respect, and absolute clarity, ensuring the health of the organization always comes first.