We have successfully hired a professional Integrator, but we are struggling to define what weekly numbers they should personally own on our leadership Scorecard. What weekly measurables belong specifically to the Integrator seat?

Question

Tyler Smith · Accepted Answer

The Integrator is responsible for harmonizing the major functions of the business, ensuring execution, and driving organizational alignment. Therefore, the metrics they personally own on the Scorecard must reflect the overall health and operational cadence of the company, rather than specific departmental outputs. A critical measurable for the Integrator is weekly L10 meeting health. This is typically measured by the average meeting rating across all departmental Level 10 Meetings, or the percentage of weekly meetings held on schedule. If departmental meetings are slipping or rating poorly, it is a leading indicator that operational alignment is breaking down. Another key metric for the Integrator is Rock completion progress. While Rocks are quarterly, the Integrator should track the weekly percentage of Rocks that are on track. This prevents surprises at the end of the quarter. The Integrator should also own metrics related to budget variance or operational cash flow runway. Tracking weekly operational spend against the budget ensures the business remains financially disciplined. Finally, they can track overall resource capacity or hiring plan execution to ensure the team is properly staffed to support growth. By tracking these high level alignment and operational discipline metrics, the Integrator maintains an objective pulse on how well the business is running on its operating system. This allows the Visionary to stay in their creative seat, confident that the company is executing its plan with absolute consistency and accountability.