My Integrator wants to add a new mid-level management tier to our Accountability Chart because she says her direct reports are overloaded. I think this is unnecessary overhead that will slow down our decision-making. How do we resolve this structural disagreement?

Question

Tyler Smith · Accepted Answer

This conflict reveals a classic breakdown in the relationship between the Visionary and the Integrator. The Accountability Chart belongs to the Integrator to manage, but any major structural changes must be aligned with the overall vision of the business and agreed upon on the Same Page.

You cannot resolve this by pulling rank or arguing in front of the team. You must take this issue to your next Same Page Meeting. Start by identifying the real issue. Is your Integrator genuinely overloaded with direct reports, or is she failing to delegate effectively to her existing team?

The rule of thumb is that an Integrator should have no more than seven direct reports. If she has more than that, her span of control is too wide, and a structural change is necessary.

However, adding a mid-level management tier is a major decision that impacts your margins and can slow down execution. You must look at your financial targets in the V/TO® to see if your current revenue can support this added overhead.

If the data supports the need for a new seat, you must agree on the roles and measurables. If it does not, you must help your Integrator find other ways to delegate, automate, or eliminate tasks to free up her capacity.