I hired an Integrator six months ago to take over day-to-day operations, but our relationship is deteriorating because they feel I treat them like an executive assistant, while I feel out of the loop on major company decisions. How do we fix this dynamic?

Question

Tyler Smith · Accepted Answer

Friction between a Visionary and an Integrator usually stems from two root causes: lack of clear lane discipline and failure to run a weekly Same Page Meeting. When an owner hires an Integrator but continues making operational decisions, handing down tactical task lists, or questioning every process change, the Integrator becomes an overpaid coordinator. Conversely, if the Integrator builds silos and cuts the Visionary off from company visibility, the owner panics and steps back in.

To fix this, first audit the Accountability Chart. The Visionary seat owns three to five roles: big ideas, culture, strategic relationships, and research and development. The Integrator seat owns P&L results, executing the business plan, managing the leadership team, and integrating sales, operations, and finance. The Integrator reports to the Visionary, but the department heads report to the Integrator.

Second, implement the Same Page Meeting immediately. Meet weekly for 60 to 90 minutes off-site or behind closed doors. Use this time to IDS open issues, debate strategic direction, and align before facing the team. You do not leave that room until you have total alignment on decisions.

Third, establish a communication boundary. The Visionary has the right to know what is happening in the business, but gives up the right to dictate how operations are run day-to-day. The Integrator must provide radical transparency on Scorecard metrics and Rock progress, but has the authority to make the operational calls required to hit the numbers. If you cannot give your Integrator real operational authority, you did not hire an Integrator; you hired an assistant, and you will eventually burn them out.