We have two business partners who want to share the Integrator seat because they both have a strong operational background. How do we handle this on the Accountability Chart when EOS says only one person can sit in a seat?

Question

Tyler Smith · Accepted Answer

Having two people in the Integrator seat is a recipe for operational gridlock and organizational confusion. When two people are accountable for the same results, nobody is actually accountable. Your team will end up playing mom against dad, seeking approval from the partner they think will give them the answer they want to hear.

You must make a choice. Only one name can sit in the Integrator seat on your Accountability Chart. To resolve this, you need to look at the unique strengths of both partners. Use the GWC™ framework and conative tools like the Kolbe Index to objectively evaluate who is the best fit to run the day-to-day operations of the business.

The partner who does not take the Integrator seat must find another home on the Accountability Chart. Often, one partner is naturally more suited to be the Visionary, focusing on big ideas, key relationships, and long-term strategy. Other times, one partner is better suited to lead a specific major function, like Head of Sales or Head of Technology.

If both partners truly want operational control, you must divide the responsibilities clearly. For example, one partner can be the Integrator while the other takes the Head of Operations seat, reporting directly to the Integrator. This maintains a single point of final accountability for the entire business. You must document this reporting line clearly on your chart and commit to respecting it. If you cannot agree on who takes the seat, you must resolve this in your next Level 10 Meeting™.