Coaching cases · Anonymized actual case · Feedback & growth
A place to begin
A leader explored joint account ownership and gradual responsibility transfer when important client work repeatedly went to the same person.
Digital and performance marketing agency · team manager · key-person dependence and uneven work complexity
The starting situation
Important clients and difficult campaign work repeatedly went to the same capable colleague. Reliable short-term results reinforced that allocation, while others remained in supporting execution roles. Progress slowed when the expert was absent, onboarding lagged, and both the leader and that colleague carried increasing pressure.
What coaching explored
Coaching heard the responsibility to protect client satisfaction and the concern that a different allocation could weaken results. The short-term usefulness of relying on a proven person was acknowledged rather than dismissed.
The inquiry also considered what repeated reliance meant for the rest of the team’s experience and flexibility. Having few people ready for complex work was connected with the limited opportunities others had received to learn through responsibility.
Practices the leader tried
The leader moved key accounts toward joint rather than sole ownership. Campaign strategy, client communication, reporting and execution were separated so parts of the responsibility could transfer gradually.
The expert’s contribution expanded toward supporting and reviewing colleagues’ thinking rather than doing everything personally. The leader explored sharing experience within manageable boundaries, instead of treating risk as a reason never to delegate. Support and exposure to real work were considered together.
Changes reflected on in the account
The account describes fewer urgent situations depending on a single person, with more joint operation and knowledge sharing. Other colleagues participated in a wider range of work. The leader reflected on the difference between protecting performance through one person’s capacity and developing capability across the team.
A question for HR
HR can examine where task complexity and learning opportunities sit, as well as total workload. If the expert takes on support and review, does execution work actually leave their plate? Team development should not simply give the most burdened person an additional responsibility.
Questions about this topic
What challenge did this leader bring?
A leader explored joint account ownership and gradual responsibility transfer when important client work repeatedly went to the same person.
What practices did the leader explore?
The leader moved key accounts toward joint rather than sole ownership. Campaign strategy, client communication, reporting and execution were separated so parts of the responsibility could transfer gradually.