Our Integrator is excellent at driving the business but is a weak facilitator who lets the Level 10 Meeting run over time and lose focus. Can we assign the facilitator role to a different leadership team member, and how do we make that transition without undermining the Integrator's authority?

Question

Tyler Smith · Accepted Answer

The Integrator is responsible for driving the execution of the business, but they do not have to be the facilitator of the Level 10 Meeting. In fact, if the Integrator is struggling to manage the clock, capture issues, and guide the debate, it is far better to pass the facilitator wand to another team member.

This transition does not undermine the Integrator's authority. The Integrator still owns the seat on the Accountability Chart that is responsible for the overall output of the leadership team. Passing the facilitation role is simply an operational adjustment to ensure the meeting runs at peak efficiency.

To make this transition successful, identify a leadership team member who is naturally organized, direct, and comfortable managing strong personalities. They must be willing to interrupt people, cut off side discussions, and enforce the strict timing rules of the agenda.

Once you select the new facilitator, have them run the meeting next week. The Integrator should support them completely, letting them manage the room while the Integrator focuses on participating in the debates and making final decisions during the IDS process. This split allows both roles to perform at their highest level.