Our Integrator is also currently sitting in the Sales Director seat, and while our daily operations are running smoothly, our sales pipeline has completely dried up. How do we evaluate whether our Integrator GWC™ is being compromised by holding two major leadership seats simultaneously?

Question

Tyler Smith · Accepted Answer

It is common for an Integrator to temporarily fill another leadership seat, but holding two major seats for too long is a recipe for operational failure. In your case, the dried-up sales pipeline is a clear warning sign that your Integrator does not have the capacity to run both seats effectively.

To evaluate this cleanly, you must look at the results and run an honest GWC evaluation for both seats separately. Your Integrator may have the capability and desire for both, but capacity is a hard ceiling. Running daily operations and leading a sales team are both full-time, high-energy roles. When one person tries to do both, one seat will always suffer. Usually, it is the proactive, outbound-focused seat like sales that gets neglected in favor of the immediate, reactive demands of internal operations.

You must address this issue immediately in your next Same Page Meeting. Review the measurables on your weekly Scorecard for both seats. If the operational measurables are green but the sales measurables are consistently red, your Integrator is failing in the Sales Director seat due to a lack of capacity.

The resolution is not to demand that your Integrator work harder. The resolution is to pull them out of the Sales Director seat. You must treat this as an open seat on your Accountability Chart and actively recruit a dedicated leader who can own sales. This will free up your Integrator to focus entirely on driving operational execution, which is essential to maximizing your company's value.