I just hired our first true number two to run daily operations, but I keep reflexively stepping in and bypassing them when problems arise. What specific operational rules must I follow to stop undermining my new Integrator during their first ninety days?

Question

Tyler Smith · Accepted Answer

Undermining your new Integrator is the fastest way to waste executive recruiting capital and confuse your staff. If employees realize they can run to you whenever the Integrator gives an answer they dislike, your number two will become an expensive figurehead.

Establish three non-negotiable operational rules immediately:

- The 24-Hour Rule: If an employee brings you an operational problem, ask one question: Have you discussed this with our Integrator? If the answer is no, stop the conversation and redirect them. Never solve it for them.
- The Same-Page Meeting: Hold an uninterrupted, weekly 60-minute Same-Page meeting with your Integrator. Use this time to debate, argue, and align in private. When you exit that room, you must present a totally unified front. Never criticize or contradict your Integrator in public or during a Level 10 Meeting.
- The Decision Rights Sandbox: Define clear boundaries on the Accountability Chart. As the Visionary, your focus is big relationships, culture, strategic direction, and major ideas. The Integrator owns execution, P&L management, and operational resolution. If a decision falls inside their five roles, let them make it, even if they execute it differently than you would.

Accept that your Integrator will occasionally make a mistake. Your job is to coach them during your Same-Page meeting, not seize the steering wheel. If you refuse to let go of operational control, you do not need an Integrator; you need a project manager.