Our Integrator is the primary facilitator of our Level 10 Meeting, but they also own a significant portion of our operational metrics and issues, which makes it incredibly difficult for them to remain objective while leading the discussion. How do we help our Integrator balance facilitation with active participation?

Question

Tyler Smith · Accepted Answer

The Integrator wears two distinct hats during a Level 10 Meeting™: the objective facilitator who keeps the team on track, and the operational leader who is accountable for key scorecard metrics and Rocks. When these two roles conflict, meeting quality suffers.

To help your Integrator maintain balance, they must learn to clearly signal which hat they are wearing. When facilitating, they must remain neutral, manage the clock, and guide the team through the IDS® process. If a topic arises that directly impacts their department, they must explicitly state that they are stepping out of the facilitator role to speak as the operational owner.

If this dual role remains too difficult, consider rotating the facilitator seat to another leadership team member who has strong GWC™ for the task. This allows your Integrator to participate fully in critical discussions without the burden of managing the agenda.

Remember, the goal of the weekly pulse is to solve problems, not to showcase facilitation skills. If the Integrator is too close to the issues, having another leader run the clock and keep the scribe updated will keep the meeting objective and highly productive.