I recently hired an external Integrator, but I am struggling to trust him to run our Level 10 Meetings and oversee the leadership team. I find myself constantly checking his work and stepping in. How do I build a professional trust relationship with my new Integrator without micromanaging him?

Question

Tyler Smith · Accepted Answer

As a Visionary, releasing control of daily operations and placing trust in a new Integrator to manage the business can be one of the most challenging transitions you will encounter. If you find yourself consistently scrutinizing their work, interjecting in their meetings, and micromanaging their decisions, you are inadvertently undermining their authority and hindering their potential for success.

To cultivate a robust professional trust relationship, you must actively apply the principles of Charles Green's trust framework. Trust is fundamentally constructed through a blend of personal connection, unwavering reliability, and an other-focused mindset.

Strategies for Building Trust

Here are key strategies to build trust with your new Integrator:

• Establish a Weekly Same-Page Meeting:
• Dedicate a private, 90-minute block each week for you and your Integrator.
• Use this time to align on strategy, discuss any points of friction, and resolve emerging issues.
• This meeting serves as the only designated forum where you can challenge their decisions.
• Crucially, outside of this meeting, you must present a united front to the rest of the leadership team. This consistency reinforces their role and authority, especially when they are running [Level 10 Meetings](/qa/should-integrator-facilitate-level-10-meetings).

• Define Clear Boundaries of Authority:
• Collaboratively outline and document the specific decisions your Integrator can make independently.
• Clearly identify which decisions require your direct input or mutual agreement.
• For instance, your Integrator might have full authority over operational spending up to a defined dollar limit, with anything exceeding that requiring your joint approval. This clarity is vital for a well-functioning [Accountability Chart](/qa/resolving-leadership-turf-wars-accountability-chart).

• Practice Being Trustworthy Yourself:
• Honor the organizational structure you've established.
• If employees approach you with operational problems, redirect them back to the Integrator.
• This action not only demonstrates your respect for their seat but also educates the entire team to respect their authority.
• Building trust is a gradual process, achieved through small, consistent actions over time. This approach also helps when you need to [transition out of an Integrator role](/qa/transitioning-from-visionary-to-integrator) yourself.

By consistently implementing these steps, you will foster a professional relationship grounded in mutual trust, enabling your Integrator to thrive and your organization to scale effectively. This is particularly important for Visionaries who struggle with [letting go of daily operations](/qa/fixing-passive-integrator-visionary-friction).

Related questions

• [How do the Visionary and Integrator handle a disagreement when they are completely deadlocked on a major strategic decision?](/qa/visionary-integrator-deadlock-resolution)
• [I am currently acting as both the Visionary and the Integrator in our business, but I am completely overwhelmed and running out of steam. How do I know it is actually time to hire a dedicated Integrator, and what is the first step?](/qa/when-to-hire-coo-integrator)
• [I am the founder and visionary but I am stuck running the daily operations because I do not have a true Integrator. How do I find and transition the daily reins to an Integrator without disrupting the company?](/qa/transitioning-from-visionary-to-integrator)
• [Our Integrator acts as the Level 10 Meeting facilitator but struggles to participate objectively because they are busy managing the timer and the agenda. Should we rotate the facilitator role or hire an outside moderator?](/qa/should-integrator-facilitate-level-10-meetings)
• [We are planning to promote our internal Operations Manager to the Integrator seat, but we are worried she lacks the executive presence to hold the rest of the leadership team accountable. How do we assess if an internal candidate is ready for the Integrator seat?](/qa/promoting-internal-operations-manager-integrator)