I am ready to hire an external Integrator™ to run the daily operations of the company, but my current department heads are highly resistant because they feel one of them should have been promoted to the role. How do we handle this internal pushback and align them to support the new hire?

Question

Tyler Smith · Accepted Answer

This resistance is common when transitioning from a loose management style to a structured organization. Your current department heads are likely operating from fear of losing access to you, or they are letting their egos drive their objections. You must address this head-on before the new leader arrives.

Start by bringing the team back to the Accountability Chart. Walk them through the specific roles of the Integrator™ seat. Use the GWC™ tool to objectively assess why an external hire is necessary. Show them the vast difference between managing a department and integrating the entire company, managing cross-functional friction, and driving execution.

Explain that your goal is to set the entire company up for a clean exit, which requires a proven, professional operator. This is where you rely on the Yes! to Strategy and Structure pillar of Our Charter. Remind them that they agreed to support the structure that best serves the company's vision, not their individual career ambitions.

Have individual, candid conversations with any holdouts. Reassure them that a strong Integrator™ will actually make their jobs easier by removing roadblocks and clarifying priorities. Let them know that supporting this transition is a non-negotiable requirement of their current seats. If they cannot get on board with the new structure, they are failing our core value of being Humbly-Confident, and they may not be a long-term fit for this leadership team.