As I prepare to elevate from the day to day into the Visionary seat, two of our high-performing leadership team members are actively politicking and competing against each other to be promoted to Integrator. How do we handle this internal rivalry without destroying our leadership team health or losing the person who does not get the seat?

Question

Tyler Smith · Accepted Answer

Internal politicking for the Integrator seat will tear your leadership team apart if you treat the selection like a political campaign. The Integrator is the glue of the organization, responsible for driving accountability, harmonizing the leadership team, and executing the Visionary vision. It is a specific operational discipline, not a trophy or seniority reward.

Begin by defining the Integrator seat on the Accountability Chart with absolute precision. Document the five core roles of the seat, which typically include leading, managing, and holding the leadership team accountable (LMA), executing the business plan, integrating all major functional departments, and driving operational traction.

Once the seat is defined, evaluate both internal contenders objectively against GWC: Do they truly get the seat? Do they genuinely want it? Do they have the capacity to execute it? Most departmental leaders love their domain, whether sales or operations, but struggle with the neutral, cross-functional mediation and discipline that an Integrator requires.

Meet with both candidates individually before making any announcement. Share the objective criteria of the seat. If one candidate clearly fits, walk the other candidate through the decision with complete transparency, reaffirming their critical value in their existing seat and showing how the new Integrator will support their departmental success.

If neither candidate truly possesses the unique wiring needed for the Integrator role, do not promote one simply to keep the peace. Be transparent with both that the organization requires an external hire. Outline how an outside Integrator will elevate the entire leadership team, and refocus both leaders on executing their existing functional Rocks.