We are ready to add a full-time Integrator to our Accountability Chart to run daily operations, and two of our current department heads have expressed strong interest in the role. They are great people, but I do not believe either of them has the capacity or experience to lead at this level. How do I manage this selection process without alienating them?

Question

Tyler Smith · Accepted Answer

Recruiting an Integrator is a critical milestone, especially when prepping for an exit. When internal team members want the seat, you must run a completely objective GWC™ assessment.

Sit down with each candidate and walk them through the five major roles of the Integrator seat. These roles typically include running daily operations, harmonizing the leadership team, driving execution of the V/TO®, and ensuring accountability across all departments. Ask them to objectively evaluate if they get, want, and have the capacity for this specific seat.

Be honest and clear about what the seat requires. If they do not pass GWC™ for this seat, explain that keeping them in their current, high-performing seat is what is best for the business and its growth. Emphasize that the Integrator seat is not a promotion but a completely different job with unique demands.

Open the search to external candidates to ensure you get the best fit. By using the Accountability Chart as your objective guide, you take the emotion out of the decision. This protects your relationships while ensuring you place the right leader in this pivotal seat to scale operations and maximize your exit value.