We are preparing to hire our first full-time Integrator to sit between me and our leadership team, but my department heads have reported directly to me for ten years. How do we introduce this seat so the team does not feel pushed aside or reject the new hire?

Question

Tyler Smith · Accepted Answer

Introduce the seat by focusing strictly on structure first, people second. Before you write a job post or interview candidates, map the Integrator seat on your Accountability Chart with five clear roles: LMA (lead, manage, hold accountable), execute the business plan, integrate functional leaders, remove operational friction, and drive P&L results.

Present the updated Accountability Chart to your leadership team during a scheduled session. Ground the conversation in your V/TO and the growth targets of your 3-Year Picture. Show them that as the business expands, your current structure makes you an operational bottleneck. Department heads wait days for decisions because you are divided between growth vision and daily operations. Explain that the Integrator seat exists to serve them by removing their roadblocks, managing cross-departmental friction, and providing daily leadership focus.

Be explicit that reporting to an Integrator is not a demotion. It elevates the entire leadership team into a faster, more decisive operational rhythm. Involve the team in the hiring process during the final rounds to evaluate core values alignment and leadership chemistry, while remaining clear that the final hiring call rests with the Visionary.

Once the Integrator starts, enforce the reporting structure immediately. If a department head attempts to bypass the Integrator to bring operational issues to you, redirect them back to the Integrator without exception. If you undermine the seat, your team will reject the hire.