EPISODE · Jun 5, 2026 · 12 MIN
Right People, Right Seats: Building a Modern Healthcare Marketing Team
from We Are, Marketing Happy - A Healthcare Marketing Podcast · host Hedy and Hopp
In the healthcare marketing industry, just when you think you have everything under control, a new change comes along. And, honestly, it's a heavy responsibility for leaders to build a team structure that can withstand the pressures of the ever-evolving healthcare marketing space, but it also keeps things exciting! In this week’s episode, our CEO, Jenny Bristow, shares two key concepts from the Entrepreneurial Operating System (EOS) framework that have helped Hedy & Hopp build a solid marketing team that has withstood many industry changes: the accountability chart & the “Right Person, Right Seat” framework.The Accountability Chart: The accountability chart is distinctly different from traditional job titles and organizational charts in that it focuses on the essential functions a team needs to operate efficiently. Start by mapping out core functions, such as content strategy, paid media, analytics, etc., and assigning responsibilities to each “seat.” When developing an accountability chart, it’s critical to ignore current personnel to design an ideal structure from scratch, ensuring zero ambiguity regarding who owns each function.The "Right Person, Right Seat" (RPRS) Framework: Once the ideal structure is developed, evaluate current staff through two lenses: Right Person & Right Seat. Right Person assesses whether the individual shares the organization’s core values. Right Seat utilizes the “GWC” framework (Get It, Want It, Capacity to Do It) to determine if a person is suited for a particular role. In other words does the person understand the requirements of the role? Are they genuinely excited and motivated to perform the responsibilities of the seat? And do they possess the mental, emotional, and technical capacity to succeed in the position?Separating the person from the problem is vital when restructuring. If a team member lacks the capacity for a specific modern technical role, it does not necessarily mean they must leave the organization; they may simply belong in a different seat.Connect with Jenny:Email: [email protected]: https://www.linkedin.com/in/jennybristow/If you enjoyed this episode, we’d love to hear your feedback! Please consider leaving us a review on your preferred listening platform and sharing it with others.
What this episode covers
In the healthcare marketing industry, just when you think you have everything under control, a new change comes along. And, honestly, it's a heavy responsibility for leaders to build a team structure that can withstand the pressures of the ever-evolving healthcare marketing space, but it also keeps things exciting! In this week’s episode, our CEO, Jenny Bristow, shares two key concepts from the Entrepreneurial Operating System (EOS) framework that have helped Hedy & Hopp build a solid marketing team that has withstood many industry changes: the accountability chart & the “Right Person, Right Seat” framework.The Accountability Chart: The accountability chart is distinctly different from traditional job titles and organizational charts in that it focuses on the essential functions a team needs to operate efficiently. Start by mapping out core functions, such as content strategy, paid media, analytics, etc., and assigning responsibilities to each “seat.” When developing an accountability chart, it’s critical to ignore current personnel to design an ideal structure from scratch, ensuring zero ambiguity regarding who owns each function.The "Right Person, Right Seat" (RPRS) Framework: Once the ideal structure is developed, evaluate current staff through two lenses: Right Person & Right Seat. Right Person assesses whether the individual shares the organization’s core values. Right Seat utilizes the “GWC” framework (Get It, Want It, Capacity to Do It) to determine if a person is suited for a particular role. In other words does the person understand the requirements of the role? Are they genuinely excited and motivated to perform the responsibilities of the seat? And do they possess the mental, emotional, and technical capacity to succeed in the position?Separating the person from the problem is vital when restructuring. If a team member lacks the capacity for a specific modern technical role, it does not necessarily mean they must leave the organization; they may simply belong in a different seat.Connect with Jenny:Email: [email protected]: https://www.linkedin.com/in/jennybristow/If you enjoyed this episode, we’d love to hear your feedback! Please consider leaving us a review on your preferred listening platform and sharing it with others.
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Right People, Right Seats: Building a Modern Healthcare Marketing Team
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