Our Integrator is currently wearing two hats on our Accountability Chart, running both the overall operations and our sales department. This dual role is stalling our EOS® implementation because they are stretched too thin. How do we resolve this during our rollout?

Question

Tyler Smith · Accepted Answer

An Integrator wearing multiple major hats is one of the most common bottlenecks in a growing business. When your Integrator is also running sales, marketing, or operations, they will naturally neglect one seat to feed the other, which stalls your entire EOS® implementation.

To resolve this, you must first acknowledge that your current structure is temporary. Use your Accountability Chart to map out what the business needs to look like in the next twelve months to support your growth and eventual exit. Keep the Integrator seat separate from the other seat, even if the same person's name is in both boxes for now.

Next, prioritize delegating the non-Integrator seat. This is where your quarterly Rocks come in. Make it a leadership team Rock to find, hire, or promote someone to take over that departmental seat. The Integrator must actively work to delegate themselves out of the department so they can focus entirely on running the business, holding the leadership team accountable, and driving the EOS® tools deep into the organization.

While they are still holding both seats, establish clear boundaries. In your weekly Level 10 Meeting™, the Integrator must explicitly state which hat they are wearing during discussions. This clarity prevents the team from getting confused about whether they are talking to their operational leader or their peer, keeping your decision-making clean and efficient.