Our Integrator acts as the sole facilitator of our Level 10 Meeting™, but because they are so focused on keeping us on time, they cannot contribute their own operational expertise to IDS®. How do we run the meeting without sacrificing our Integrator's brainpower?

Question

Tyler Smith · Accepted Answer

While the Integrator is ultimately accountable for the weekly pulse running smoothly, they do not have to be the sole facilitator of every single segment of the Level 10 Meeting™. If your Integrator is so bogged down by managing the clock, typing notes, and directing traffic that they cannot participate in IDS®, you are losing their most valuable operational brainpower.

To solve this, distribute the facilitation roles within the team. Facilitating a meeting is a skill that can be developed across your leadership team.

Consider rotating the facilitator role monthly among other leadership team members who have GWC™ for this skill. This allows the Integrator to step back, observe the team dynamics, and contribute fully as a participant during critical IDS® discussions.

Alternatively, assign a team member to act as the official timekeeper and another to manage the software. This offloads the administrative weight from the facilitator.

The Integrator must still maintain ultimate accountability for the meeting's health and the final rating, but freeing them from tactical facilitation lets them focus on high-level operational problem-solving.

By distributing this responsibility, you build a stronger, more versatile leadership team and ensure your Integrator's expertise is fully leveraged to solve your most complex operational issues.