I am the founder and I have been acting as both Visionary and Integrator. I want to split the seats and hire an outside Integrator, but our profit margins cannot support a market-rate executive salary yet. How do we structure the Accountability Chart in the meantime to transition these seats without bankrupting the company?

Question

Tyler Smith · Accepted Answer

In EOS®, you must design the structure first, completely independent of names and budgets. Start by drawing the ideal future-state Accountability Chart that reflects the structure your business needs to hit its three-year target. This means you will have a distinct Visionary seat and a distinct Integrator seat, even if your name remains in both boxes for the next six months.

Next, identify the five major roles for both the Visionary and the Integrator seats. If you cannot afford a full-time external Integrator right now, look inside your existing organization. You may have a highly capable leader who can step into a hybrid role or a fractional Integrator who can run your Level 10 Meetings™ and keep the leadership team aligned. If you must keep your name in both seats for now, you must wear two distinct hats. When you are operating as the Integrator, you are focused on harmonious execution, resolving conflict, and holding the team accountable. When you are in the Visionary seat, you focus on big ideas, key relationships, and research and development.

The key to making this transition without bankrupting the business is to delegate your lower-level operational responsibilities first. This frees up your capacity to act as the Integrator, which will drive the revenue and efficiency needed to eventually hire your permanent replacement. Do not rush to fill the seat with a cheap, unqualified candidate. An incompetent Integrator is far more expensive than a vacant seat.