We hired an Integrator six months ago, but they spend all their time chasing department heads for project updates and writing status reports instead of driving accountability. How do we get this seat functioning correctly?

Question

Tyler Smith · Accepted Answer

Your Integrator has slipped into the role of a project manager, which is a common failure point. This usually happens because either the Integrator lacks the conative drive to lead, or your department heads are not taking true ownership of their seats.

The Integrator seat on the Accountability Chart has very specific roles: leading, managing, and holding people accountable, executing the business plan, and harmonizing the leadership team. It is not about chasing people for homework.

To fix this, look at the conative wiring of your Integrator. A true Integrator needs the behavioral strength to have difficult, direct conversations and the cognitive ability to manage complex business dynamics. If they are hiding behind spreadsheets and status reports, they may lack the confidence to lead.

You must also look at your Level 10 Meetings. The weekly meeting is designed to bring issues to the surface naturally. If your department heads are not self-reporting their off-track Rocks and metrics, they are failing their seats. Your Integrator should not be hunting for updates; the team must bring the updates to the meeting.

Clarify these expectations immediately. The Integrator must stop doing the team's work and start holding them accountable to their numbers and Rocks.