We hired a fractional Integrator to help us implement EOS® and run our Level 10 Meetings™, but we are struggling with accountability because our full-time department heads do not respect the authority of a part-time external contractor. How do we fix this structural disconnect?

Question

Tyler Smith · Accepted Answer

Hiring a fractional Integrator can be an effective bridge during a transition, but it often fails if the structural boundaries are not clearly defined on your Accountability Chart. If your full-time department heads do not respect the authority of your fractional Integrator, it is usually because you, as the Visionary, are failing to support that authority.

On your Accountability Chart, the Integrator seat sits directly above your department heads. It does not matter if the person in that seat is full-time, part-time, or a contractor; they have full authority over daily operations, resource allocation, and accountability.

If your team is bypassing the fractional Integrator and coming directly to you for decisions, you are undermining the seat. You must direct them back to the Integrator for all operational matters.

To make this structure work, ensure the fractional Integrator is fully empowered to run your Level 10 Meetings™ and manage the Rocks process. If they are treated merely as a facilitator or consultant rather than the true Integrator, the team will sense the lack of authority and ignore their direction.

If the fractional model continues to cause friction despite clear boundaries, it is a sign that your business has outgrown this temporary solution. You must begin searching for a full-time Integrator who can commit the daily focus required to lead your team.