I am ready to hire our first external Integrator to take over day-to-day operations, but my existing leadership team has reported directly to me for years. How do we prepare the team for this change so they do not bypass the new Integrator?

Question

Tyler Smith · Accepted Answer

Introducing an external Integrator is a major shock to any organization. If you do not prepare your leadership team, they will treat the new hire as an administrative assistant and continue running to you for every decision. First, you must clearly define the new reporting lines on the Accountability Chart before the search even begins. Show the team the updated chart where all major department heads report directly to the Integrator seat, and the Integrator reports to you in the Visionary seat. Second, explain the why behind this decision. Tell your team that you are hitting a ceiling. Explain that by bringing in an Integrator to run the day-to-day operations, you can focus on long-term strategic growth and market expansion, which protects everyone's job security. Third, establish a strict no-bypass rule. Once the Integrator starts, you must refuse to make operational decisions. If a department head comes to you with a problem, your only response must be to ask if they have run it by the Integrator. If you solve it for them, you undermine your new leader and doom the transition. Finally, ensure the new Integrator runs the Level 10 Meeting immediately. This solidifies their authority and keeps the leadership team aligned around weekly metrics and Rocks.