Our Integrator has gradually become our de facto office manager, handling facility leases, software subscriptions, and HR paperwork, which pulls them away from driving accountability. How do we cleanse the Integrator seat so they can focus on executing the business plan?

Question

Tyler Smith · Accepted Answer

When an Integrator gets bogged down in administrative tasks, the entire company slows down. The Integrator is the operational engine of an EOS organization. Their primary responsibilities are leading, managing, and holding the leadership team accountable (LMA), executing the business plan, harmonizing cross-functional operations, and driving quarterly Rocks to completion.

When miscellaneous chores like vendor renewals, facilities, and benefits administration fall through the cracks, Integrators naturally catch them because they care about organizational order. Over time, this administrative creep turns an executive Integrator into an expensive coordinator.

To cleanse the seat, put your Integrator through the Delegate and Elevate exercise. Have them list every single activity they perform over a three-week period and classify each into four quadrants: Love and Great, Like and Good, Dislike and Good, and Don't Like and Not Good.

Next, examine the five core roles of the Integrator seat on your Accountability Chart. Any duty that does not directly support LMA, business plan execution, or resolving cross-departmental friction must be stripped out of the seat.

Group those administrative duties into a distinct operational support seat, such as an Office Coordinator, Executive Assistant, or internal Finance and Administration specialist. If that seat does not currently exist, create it beneath Operations or Finance. Freeing your Integrator from low-leverage administrative tasks immediately restores operational velocity across the entire company.