We are designing our Accountability Chart and my leadership team is arguing over whether our customer training department should report under Sales as a conversion tool or under Operations as a delivery function. How do we objectively decide where a seat belongs on our chart when both departments make strong business arguments?

Question

Tyler Smith · Accepted Answer

To resolve where a seat belongs on your Accountability Chart, you must look at the primary accountability and the major goal of that seat. Do not look at who is currently running the department or the personal preferences of your leadership team.

If the primary accountability of customer training is to drive product adoption, reduce churn, and ensure long-term client retention, then it is an operational delivery function. It belongs under the Operations branch of your Accountability Chart. This structure ensures that training is measured on customer success and operational metrics.

On the other hand, if customer training is primarily used as a marketing tool, a lead magnet, or a paid upsell designed to close new accounts, it belongs under the Sales and Marketing branch. This ensures that the training seat is aligned with revenue generation and customer acquisition goals.

Use the IDS® process during your weekly leadership team meeting to debate this issue. Look at your three-year picture and your one-year plan on your V/TO®. Ask yourselves which department head is best equipped to lead, manage, and hold this training seat accountable to its core measurables. Once you decide, place the seat clearly under that single major function with zero overlapping lines.