Our Integrator acts as both the facilitator and the primary solver of issues during our Level 10 Meeting™, which exhausts them and prevents the rest of the leadership team from stepping up to own their seats. How do we separate the role of meeting facilitator from the role of the ultimate problem solver?

Question

Tyler Smith · Accepted Answer

When your Integrator acts as both the facilitator and the primary problem solver, the Level 10 Meeting™ becomes a heavy burden and fails to build leadership capacity in the rest of the team. The Integrator is responsible for driving the meeting and keeping it on track, but they should not be carrying the weight of solving every issue.

To break this habit, the Integrator must learn to facilitate by asking questions rather than giving answers. When an issue is raised during IDS®, the Integrator should not immediately offer a solution. Instead, they should ask the team, what do you think is the root cause? or what options do we have to solve this permanently?

This approach forces the rest of the leadership team to engage, think critically, and take ownership of the solutions. It also helps the Integrator see who on the team GWC™ (Gets it, Wants it, has the Capacity) to handle their seat at a higher level.

You can also rotate the facilitator role occasionally to help other team members build their skills, though the Integrator ultimately owns the meeting's health. The goal is to create a self-sustaining leadership team where everyone contributes equally to identifying, discussing, and solving problems, freeing the Integrator to focus on execution.