Our Integrator is also sitting in our Head of Sales seat because we cannot find a suitable replacement. This is causing our weekly Level 10 Meetings to drag on because the Integrator is effectively holding themselves accountable. How do we address this dual-hatting conflict on our Accountability Chart without slowing down our sales momentum?

Question

Tyler Smith · Accepted Answer

When your Integrator is forced to double as a department head, such as Head of Sales, it compromises the entire accountability loop of your organization. The Integrator is responsible for harmonizing the leadership team and holding all department heads accountable. If they are also running sales, they are effectively grading their own homework during your Level 10 Meeting™ and quarterly sessions. To fix this, you must treat the department head seat as temporarily filled. On your Accountability Chart, write the Integrator name in both seats, but clearly designate the department seat as an active search or a gap that must be filled. The Integrator must consciously wear two different hats and keep these roles separate. During the weekly Level 10 Meeting, they must report on sales metrics and Rocks with the same objectivity they would expect from any other leader. The real solution is to build a transition plan with a hard deadline. Identify the core accountabilities of the sales seat and determine if you can elevate a high-performing manager from within or if you need to hire an external leader. Having your Integrator stuck in the weeds of sales management limits their ability to manage the rest of the business and drive your exit goals. Make finding a dedicated leader for that seat a major company Rock, and hold your Integrator accountable to handing off those operational keys within a defined timeframe.