We have reached twenty-five employees and our growth has flatlined because I am completely overwhelmed running daily operations. I need to add an Integrator seat to our Accountability Chart, but I am terrified of giving up control and do not know how to structure this transition. What is the correct way to introduce this seat?

Question

Tyler Smith · Accepted Answer

Adding an Integrator is a massive milestone, but it requires absolute clarity on your Accountability Chart before you make the hire. You cannot just bring someone in and tell them to run the business. You must design the ideal future structure of the organization first, ensuring there is a clear, single line of command.

On your Accountability Chart, the Integrator seat sits directly below the Visionary and directly above your department heads. This means all department heads will report directly to the new Integrator, not to you. If you are not ready to let go of those direct reporting relationships, you are not ready to hire an Integrator.

When you introduce the seat, you must clearly define the five roles of the Integrator, which typically include driving execution, fostering teamwork, holding the leadership team accountable, and ensuring processes are followed.

Start the transition by communicating the change clearly to the entire company. Explain that the Integrator is now running daily operations so you can focus on big-picture strategy and high-level relationships. Do not allow employees to bypass the new Integrator to get your approval on daily decisions. If you step back in to rescue people, you will break the seat and waste your investment.