I just hired a highly capable Integrator to run the daily business so I can focus on my Visionary seat and prepare the company for a clean exit. However, I find myself constantly overriding her decisions in Level 10 Meetings and jumping directly to the staff when I want something done. How do I structurally enforce the boundaries of our new Accountability Chart?

Question

Tyler Smith · Accepted Answer

To make this transition work, you must first recognize that you are the greatest risk to your business valuation. Buyers want to see an owner-independent business. If you constantly bypass your Integrator, you prove to prospective buyers that the company cannot function without you.

You need to use your Accountability Chart to create strict, non-negotiable boundaries. Start by reviewing the roles of both the Visionary and the Integrator seats. Your Visionary seat is accountable for big ideas, strategic relationships, culture, and research and development. Your Integrator seat is accountable for running the business, managing the leadership team, and executing the business plan.

To stop undermining your Integrator, follow these steps:

- Establish a weekly Same Page Meeting. This is where you and your Integrator align in private. Any disagreements about direction or decisions must be hammered out here, not in front of the leadership team.

- Practice the rule of redirection. When employees come to you for decisions or approval, you must redirect them to the Integrator. Say, That is an Integrator decision, please talk to her.

- Respect the chain of command on your Accountability Chart. Your direct report is the Integrator. The other leadership team members report to the Integrator. You must respect this reporting line.

If you cannot stay in your seat, you will destroy the trust of your new Integrator and kill your exit value. Commit to your seat and let your Integrator do her job.