Our leadership team keeps reverting back to our old org chart structure because they are struggling with the concept of only having one Integrator seat. How do we make the mindset shift stick?

Question

Tyler Smith · Accepted Answer

The shift from a traditional org chart to an EOS Accountability Chart is often difficult because org charts are built around egos, titles, and past loyalty, whereas the Accountability Chart is built entirely around functions and forward-looking business needs.

One of the biggest hurdles is accepting that there can only be one Integrator. In a traditional structure, co-founders or partners often split operational duties down the middle, which leads to slow decision-making and confused employees who do not know who has the final say.

To make the shift stick, you must completely detach personalities from seats during your planning sessions. Draw the structure your business needs to get to the next level first, without putting any names in the boxes. Only when the empty seats are fully defined do you evaluate your people using the GWC filter to see who fits where. If you have two co-founders, one must occupy the Visionary seat and the other the Integrator seat, with clear, separate accountabilities.