We have grown to forty employees and I am still acting as both Visionary and Integrator, which is stalling our progress. I know we need a dedicated Integrator on our Accountability Chart, but I am struggling to define what this seat actually does day-to-day versus my role as founder. How do I clearly structure the Integrator seat before we hire someone?

Question

Tyler Smith · Accepted Answer

When a business hits forty employees, the founder can no longer successfully wear both the Visionary and Integrator hats. Attempting to do so leads to operational stagnation. To add a dedicated Integrator to your Accountability Chart, you must first define the seat based on the needs of the business, not on your personal preferences.

The Integrator seat has five standard roles under the EOS framework. They are driving execution, managing the daily operations, harmonizing the leadership team, ensuring accountability, and executing the strategic plan. Your role as the Visionary will pivot to focusing on long-term strategy, market disruption, key relationships, and culture.

Before you recruit, write down the five key roles for the Integrator seat on your Accountability Chart. Next, define what GWC looks like for this seat.

- Gets It means they understand the operational cadence, the weekly Level 10 Meetings, and how to drive metrics.
- Wants It means they thrive in the daily grind of management and do not want to be the creative dreamer.
- Capacity means they have the emotional intelligence and leadership experience to manage your directors.

By defining this seat with absolute clarity before looking at candidates, you prevent the common trap of hiring a glorified assistant. You need a true leader who will run the daily business so you can focus on driving its future value.