We need to bring in an external Integrator to help us scale and prepare for an exit, but our long-term Sales Director believes he is the natural fit for the seat. He fits our core values perfectly, but he completely lacks the operational discipline and LMA capacity required. How do we hire the external Integrator without causing him to quit?

Question

Tyler Smith · Accepted Answer

This is a delicate transition that requires absolute transparency and a strict adherence to the Accountability Chart discipline. You cannot compromise on the Integrator seat, especially when preparing for an exit. A buyer needs to see a highly disciplined Integrator who can run the business without the owner or any single key person.

Start by scheduling a private meeting with your Sales Director. Use the GWC™ tool to have an honest, objective conversation. Walk him through the roles of the Integrator seat, which include running the daily operations, cross-departmental integration, and holding everyone accountable to their Rocks and numbers.

Contrast this with his current Sales Director seat. Explain that his true strength and passion lie in driving revenue, managing client relationships, and leading the sales team. Show him that putting him in the Integrator seat would take him away from what he gets and wants, and would ultimately set him up for failure.

Once he understands that the Integrator seat requires a completely different skill set, involve him in the hiring process for the new external Integrator. Ask him to help evaluate candidates for cultural fit. This respects his tenure, keeps him engaged, and ensures a smooth onboarding when the new Integrator takes the seat.