We hired a fractional Integrator to help us run our Level 10 Meetings and bring discipline to our operations. However, he has started making high-level strategic decisions and changing our long-term company vision without my input. How do we correct this boundary issue on our Accountability Chart?

Question

Tyler Smith · Accepted Answer

Your fractional Integrator is overstepping his seat. In the EOS® framework, the Visionary owns the long-term vision, company culture, and strategic direction, while the Integrator is responsible for executing that vision and driving daily focus.

This friction usually happens because the boundaries between the Visionary and Integrator seats were never clearly defined on your Accountability Chart. You must address this immediately in a same-page meeting. Use the IDS® process to identify why the fractional Integrator is stepping into your space.

Review the five core roles of your respective seats together. Clarify that while you welcome his operational input, he does not have the authority to change the V/TO® or make major strategic decisions without your consent. The Integrator must run the business according to your vision, not theirs.

If your fractional Integrator cannot accept these boundaries and continues to drive his own agenda, he is the wrong person for the seat. You must replace him. A fractional leader should bring structure and discipline, not strategic confusion. Re-establish your role as the Visionary and ensure your next Integrator understands their primary job is to turn your vision into operational reality.