We're cutting headcount. Should we redraw the Accountability Chart before deciding who stays?

Question

Tyler Smith · Accepted Answer

Design the structure first, then evaluate people against it. Starting with a list of employees to retain encourages you to preserve familiar jobs rather than build the company you can actually support.

Begin with the work the smaller business must deliver: its customer commitments, revenue activities, operational requirements, and essential controls. Separate that work from projects and services you can stop. Shrinking headcount without shrinking commitments leaves an organization that works on paper but not in practice.

Build an EOS Accountability Chart around the remaining functions. Define approximately five core accountabilities for each seat before rewriting detailed job descriptions. Keep existing descriptions provisional until the leadership team agrees on the structure.

For each proposed seat, ask:
- Does this work still need to exist?
- Is the expected outcome clear?
- Can one person realistically carry these accountabilities?
- Where does this seat need authority to make decisions?

Only then assess who fits. Culture alignment and seat fit are separate questions: someone can remain a right person while no longer having a viable seat.

Treat the first chart as a design to test, not permission to ignore employment obligations. Check capacity, handoffs, and applicable requirements before implementing changes. The recommendation is structure first, people second, with a feasibility check before the new structure becomes final.