We are adding an Integrator to sit between our Visionary and our department heads, but our legacy managers are bypassing the new Integrator and coming directly to the Visionary for approvals. How do we break this habit on the Accountability Chart?

Question

Tyler Smith · Accepted Answer

This is a classic structural breakdown. When you add an Integrator seat, you are changing the reporting lines on your Accountability Chart. The Visionary must completely stop parenting the leadership team. If you continue to answer questions, approve budgets, or solve problems behind your Integrator's back, you are undermining the entire structure and making that seat useless. To break this habit, you must enforce the new lines of command immediately. When a department head comes to you for an approval, you must ask one simple question: Have you run this by your Integrator? If the answer is no, you must refuse to make the decision and direct them to speak with the Integrator. The change must be reflected clearly on your Accountability Chart, showing only one direct reporting line from the department heads to the Integrator, and a single line from the Integrator to the Visionary. Use your Level 10 Meeting™ to address this behavior. If a legacy manager continues to bypass the Integrator, it becomes a GWC™ issue. They are refusing to accept the new structure. You must put the issue on the IDS® list and resolve it. If the Visionary cannot stop giving input, then the Visionary is the bottleneck. Both parties must respect the boundaries of the seats they sit in to keep the organization functioning smoothly.