We are preparing to hire our first external Integrator to get me out of the daily grind before an exit, but we do not know how to write the seat's roles without making it a catch-all for everything I hate doing. How do we build this seat on our Accountability Chart before we start interviewing?

Question

Tyler Smith · Accepted Answer

Building an Integrator seat on your Accountability Chart is not about dumping your undesirable tasks onto a new hire. If you build a dumping-ground seat, you will hire the wrong person and derail your exit timeline. You must define a true Integrator seat based on the classic five roles of the Integrator under the EOS® framework. These roles are leading, managing, and holding the leadership team accountable: executing the business plan: harmonizing the functions of the business: driving integration: and resolving cross-functional issues. Start by separating your own duties. Identify which of your current tasks belong to the Visionary seat and which belong to the Integrator seat. Keep the Visionary roles, such as big ideas, culture, and key relationships, on your own seat. Everything else, specifically the daily operational management and accountability, goes to the Integrator seat. Do not customize the seat for a specific candidate. Define the ideal future structure first. This clarity is vital for your Step by Step Exit strategy because buyers want to see a self-sustaining business where the operations run seamlessly without the owner. Once the seat is properly defined on the chart, you can use the GWC™ tool to evaluate candidates. They must fully get, want, and have the capacity to do those five core roles.