If we realize halfway through our annual session that our current Integrator does not have the capacity or desire to lead the company to our next growth stage, how do you handle that in the room?

Question

Tyler Smith · Accepted Answer

When a major talent gap is exposed during a session, we do not ignore it or wait until the session is over. We address it immediately using the IDS® process. As your implementer, my job is to hold up a mirror to the leadership team. If the data, scorecard, or team dynamics show that your Integrator does not GWC™ their seat for the future vision of the company, we must have that hard conversation in the room. This is not about personal attacks. It is about aligning the seats on your Accountability Chart with your long-term goals on the V/TO®. We will objectively analyze the capacity and desire of the Integrator. If there is a gap, we will document it as an issue. We then work together to build a transition plan. This might involve restructuring roles, hiring an interim leader, or establishing a training program. The key is that we do not let discomfort delay the necessary decisions. An honest, objective pivot during the session saves months of operational drag and prevents the frustration of a misaligned executive team.