Our Head of Operations is currently managing both physical fulfillment and our new digital product delivery, and he is clearly overwhelmed. How do we know when it is time to split a seat on our Accountability Chart, and how do we do it?

Question

Tyler Smith · Accepted Answer

You know it is time to split a seat when the current seat holder no longer has the capacity to execute all their roles effectively, or when the department's complexity has doubled. Signs of an overloaded seat include missed Rock deadlines, dropped balls on Scorecard measurables, and a leader who is constantly firefighting instead of leading.

To split the seat, you must return to the principle of structure before people. Do not think about your current Head of Operations' feelings or salary. Look at the business needs and design two distinct seats on your Accountability Chart, such as Head of Physical Fulfillment and Head of Digital Delivery.

Clearly define five roles for each seat, ensuring there is zero overlap. Once the new structure is built, evaluate your candidate pool. Your current leader may choose to step into the seat that best matches his passion and GWC™.

You will then need to hire or promote someone to fill the second seat. This clean break allows both leaders to focus their energy, drives operational efficiency, and creates a clear path for scaling the business ahead of an exit.