Our Integrator is brilliant at running our Level 10 Meetings and keeping us aligned, but she also holds the HR and Finance seats. She GWCs all of them, but her capacity is completely shot, and things are slipping. How do we decide which seat to pull off her plate first?

Question

Tyler Smith · Accepted Answer

Your Integrator cannot successfully run the company while bogged down by tactical finance and human resources administrative work. This is a classic capacity bottleneck. To resolve this, you must run an objective evaluation to see which seat departure delivers the highest return on energy.

First, look at the five major roles of each seat on your Accountability Chart. HR is often highly transactional, involving payroll, onboarding, and policy compliance. Finance is analytical, involving cash flow forecasting, bookkeeping, and financial reporting.

Determine which of these functions is currently creating the most friction or causing the most damage due to the capacity constraint. If cash flow tracking is lagging, you are making blind decisions. If payroll is running fine but onboarding is messy, HR is the better candidate to delegate first.

Next, consider the cost and availability of outsourcing. You can easily hire a fractional CFO or an external bookkeeping service to absorb the tactical finance roles. Similarly, you can hire a fractional HR admin.

Delegate the seat that frees up the most of her time for high-level integration work. Once she is back to focusing purely on the Integrator seat, her capacity will open up, allowing her to drive the leadership team toward your 1-Year Plan.