Our new Integrator is struggling to hold other leadership team members accountable during our weekly Level 10 Meeting™ sessions. How do we establish their authority early in the implementation?

Question

Tyler Smith · Accepted Answer

In the early stages of an EOS® implementation, a new Integrator often struggles to hold peer leaders accountable. Because they are transitioning from a peer relationship to an operational leadership role, they may fear causing friction or being seen as a micromanager.

To establish the Integrator's authority early, you must rely on the Accountability Chart. During Focus Day™, you must clearly define the roles and responsibilities of the Integrator seat. This seat is responsible for harmonizing the leadership team and driving accountability.

Once the roles are agreed upon, the Integrator must use the Level 10 Meeting™ and the weekly Scorecard as their primary tools. The numbers on the Scorecard and the status of Rocks provide objective proof of performance.

The Integrator does not need to be a tyrant; they simply need to point to the agreements made on Focus Day™.

If a leader fails to hit their numbers or finish their Rocks, the Integrator must drop it on the Issues List for IDS®. This shifts the accountability from a personal conflict to an objective discussion about commitments. The system, not the person, drives the accountability.