We just finished our Focus Day and built our first Accountability Chart, but we are struggling to get our department heads to actually hold their people accountable without the Integrator stepping in. What does accountability look like in practice during these first ninety days?

Question

Tyler Smith · Accepted Answer

In your first ninety days running on the EOS framework, clarity is your only priority. During Focus Day, you drew lines and boxes based on functions, not people. If your department heads are still looking to the Integrator to solve their people problems, you are failing to run the Accountability Chart as designed.

The Integrator seat is built to coordinate the leadership team and ensure the business executes its business plan daily. It is not a dumping ground for unresolved department-level issues. If a department head refuses to hold their direct reports accountable, they are not performing the basic duties of their seat.

To correct this during your first ninety days, use your weekly Level 10 Meeting to address the behavior. When a department head brings up a subordinate performance issue, the Integrator must redirect the problem. The Integrator response must be to ask what the department head has done to resolve it.

Make sure your department heads are running their own weekly Level 10 Meetings with their teams. Accountability does not happen by osmosis. It happens when leaders have hard, structured conversations. If a leader lacks the courage to hold their team accountable, they do not GWC their seat. You must address this capability gap immediately before the structure of the Accountability Chart crumbles under passive leadership.