I am the Visionary and my Integrator is incredibly loyal, but they have become too passive and are acting like my assistant instead of a true operational filter, which is stalling our growth. How do we adjust our roles on the Accountability Chart to fix this imbalance?

Question

Tyler Smith · Accepted Answer

A passive Integrator is a symptom of a structurally broken relationship, and it usually means the Visionary is overriding the Accountability Chart. First, you must look at the five roles of both the Visionary and Integrator seats. The Integrator is accountable for leading, managing, and holding the team accountable, which means they must have the ultimate authority to run the day-to-day business and say no to you. To fix this, you must run an objective GWC assessment on your Integrator for their seat. Do they truly get, want, and have the capacity for the seat, or have they been beaten down by you constantly pulling rank? If they have the capacity, you need to use the Trust Creation Process from the Trusted Advisor framework. Sit down and explicitly commit to giving up operational control. Redefine the boundaries. The Integrator must run the weekly leadership Level 10 Meeting without you taking over the room. If you have an idea, it does not bypass the Integrator; it goes to the V/TO or gets parked on the Issues List for the next same-page meeting. Use the Predictive Index to review your behavioral wiring. If your behavioral profile shows you are highly dominant and your Integrator is naturally accommodating, you must consciously hold yourself back to give them the space to lead. If they still cannot find their voice and challenge you, then you do not have the right person in the Integrator seat.