We promoted our top internal operations manager to the Integrator seat, but the rest of the leadership team still bypasses them to come directly to me, the Visionary, for final decisions. How do we break this habit and establish their authority on the Accountability Chart?

Question

Tyler Smith · Accepted Answer

You are undermining your own structure. Every time you answer a question that should go to your Integrator, you teach your team that the Accountability Chart is just a piece of paper. To fix this, you must initiate a hard stop.

When a leadership team member approaches you with an operational decision, your response must be immediate and consistent: Have you run this by the Integrator? If the answer is no, the conversation ends. Send them back to the correct seat.

You and your Integrator must present a united front. Schedule a weekly meeting to align on key business decisions so there is no daylight between you. During your Level 10 Meetings™, consciously defer to your Integrator on operational matters. If the team sees you looking to the Integrator for approval on execution, they will follow suit.

Your job as the Visionary is to focus on the big picture, strategic relationships, and research and development. Letting go of daily operations is hard, but you cannot scale if you remain the bottleneck. Trust the structure you built. If your Integrator is GWC™ for the seat, let them lead. If they are not, that is a different issue to address through the IDS® process.