I have run my business as a combined Visionary and Integrator for years, but now that we are preparing for an exit, I know I need to hire an Integrator to run the daily operations. How do I structure this transition so I do not accidentally disempower them?

Question

Tyler Smith · Accepted Answer

Hiring your first Integrator is the most critical step to preparing your business for a clean exit. Buyers want to see a self-sustaining business, not an owner who is the operational bottleneck. But if you have run the show for years, you will instinctively want to meddle in their daily decisions.

To avoid disempowering your new Integrator, you must first define the boundary on your Accountability Chart. Document the five major roles for the Visionary seat and the five major roles for the Integrator seat. Once those are clear, you must completely let go of the daily operations.

Your new Integrator must own the accountability for running the weekly Level 10 Meeting™ and managing the leadership team. You must stop holding private sidebar conversations with your department heads. When employees come to you with operational questions, you must redirect them to the Integrator.

We also recommend using a conative assessment tool like the Kolbe A Index. As a Visionary, you likely score high in Quick Start, meaning you thrive on risk and change. Your new Integrator will likely score high in Follow Thru, meaning they build order and systems. Recognize this difference and let them build the processes required to scale the business without your constant interference.