As the newly appointed Integrator, I am struggling to balance my day-to-day operational responsibilities with the massive administrative and cultural lift of rolling out EOS® to the rest of the company. How do I manage this double load during our first six months?

Question

Tyler Smith · Accepted Answer

The role of the Integrator is highly demanding, especially during the initial rollout. Trying to run daily operations while managing the rollout of a new operating system is a common way to burn out. To survive and thrive in this seat, you must delegate and use the very tools you are trying to implement.

First, look at your Accountability Chart. You cannot hold onto your old job description while taking on the Integrator seat. You must delegate your previous operational duties to other team members who GWC™ those roles. If you are still trying to manage sales, customer service, or finance while playing Integrator, you will fail at both.

Second, organize the rollout as a series of quarterly Rocks.
- Do not try to roll out the system to the entire company at once. Focus only on the leadership team for the first ninety days.
- In the second quarter, make cascading the Level 10 Meeting™ to the next level of management a specific Rock with its own milestones.
- Use your weekly Level 10 Meeting™ to put your own implementation struggles on the Issues List. Do not carry the burden of the rollout alone. Your Visionary and the rest of the leadership team must support you in driving the culture shift.

Remember that your primary job is to harmonize the major functions of the business. By using the tools to structure your own day, you set the ultimate example for the rest of the organization.