Our Integrator facilitates our Level 10 Meeting but is also the person who owns eighty percent of the issues on the list, making it impossible for them to remain an objective facilitator while actively defending their position. How do we solve this conflict of interest without hiring an outside facilitator?

Question

Tyler Smith · Accepted Answer

The Integrator is naturally the orchestrator of the business, which means they often bear the brunt of operational issues. However, when the facilitator is also the primary owner of the problems being discussed, they cannot objectively manage the clock, redirect tangents, or push for unbiased decisions. They are wearing two competing hats, and the meeting quality will suffer.

To solve this, you must separate the facilitator role from the Integrator seat. Facilitation is not tied to a specific title on the Accountability Chart. Anyone on the leadership team who has the GWC™ for facilitation can run the meeting.

Identify a structured, objective member of your leadership team, such as your head of finance or operations, and train them to facilitate. This frees up your Integrator to participate fully in the debate, defend their positions, and focus entirely on problem-solving without the burden of managing the agenda and clock.

Alternatively, you can implement a rotational facilitation schedule. Have a different leadership team member facilitate each quarter. This not only solves the conflict of interest but also builds leadership capacity across the entire team, making the business far more resilient and attractive to potential buyers who want to see a self-governing team.