I promoted my top operations manager to the Integrator seat six months ago, but she is constantly getting bogged down in low-level tech support issues and failing to run our Level 10 Meetings effectively. She is a great culture fit, but she clearly does not GWC the Integrator role. How do I handle this transition?

Question

Tyler Smith · Accepted Answer

Promoting a great operations manager to Integrator is a common mistake. Being a great executor of operations is entirely different from being the Integrator who harmonizes the entire leadership team and drives accountability. If she does not GWC™ the seat, you must act quickly.

First, have an open and honest conversation. Use your core values and Our Charter as the foundation. Mirror back the behaviors you are seeing, such as missing major deadlines and failing to run the meeting pulse.

Ask her how she feels in the seat. Often, a struggling Integrator is secretly relieved when the issue is surfaced because they are drowning and unhappy.

You must remove her from the Integrator seat. Keeping her there out of loyalty will stall your entire company and frustrate the leadership team.

Because she is a great culture fit, look to see if her old operations seat is still open or if there is another leadership seat where she can excel.

If you can transition her back to a role she truly GWCs, do so with clear expectations. If that is not possible, or if she cannot accept the transition, you must part ways. Your business cannot scale with a weak or ill-fitted Integrator at the helm.