I have run my business as both Visionary and Integrator for seven years, but we have hit a ceiling at ten million in revenue. I want to bring in a dedicated Integrator, but I am struggling to define what this seat actually does versus what I do. How do we structure the newly separated Integrator seat on our Accountability Chart so there is zero overlap?

Question

Tyler Smith · Accepted Answer

To successfully separate the Integrator seat from your Visionary seat, you must design your Accountability Chart based on the ideal future structure of the business, not the people currently in it. Running both seats has kept you in a constant tug of war between high-level strategy and daily fire-fighting.

To define the new Integrator seat, look at the classic five roles of an Integrator in the EOS® framework. The Integrator is accountable for:
- Leading, managing, and holding the leadership team accountable
- Executing the business plan and achieving V/TO® goals
- Harmonizing and integrating all major business functions
- Driving results and resolving cross-functional issues
- Ensuring consistency and alignment across the organization

Your Visionary seat, on the other hand, should focus on big ideas, research and development, key client relationships, and external culture.

When you bring in the new Integrator, you must completely let go of the daily operations. This means all department heads who used to report to you will now report directly to the Integrator. You no longer direct their daily work. If a team member brings an operational issue to you, you must redirect them to the Integrator. By cleanly dividing these roles on your Accountability Chart, you give your new Integrator the actual authority needed to run the day to day operations, allowing you to focus entirely on your vision for growth.