Our Integrator is fantastic at managing our finances and keeping our systems organized, but he is too passive and struggles with the LMA role. Our department heads are running wild and missing their Rock deadlines. How do we address this on the Accountability Chart?

Question

Tyler Smith · Accepted Answer

An Integrator who cannot lead, manage, and hold people accountable is not an Integrator; they are an administrator. The primary role of the Integrator seat is LMA. If your department heads are running wild and missing deadlines without consequences, your Integrator is failing in their most critical accountability.

You must address this issue directly. Schedule a Same Page Meeting to discuss their performance. Use the Accountability Chart to show them where they are falling short. They must understand that keeping the team focused, disciplined, and accountable is their number one priority.

Assess if this is a training issue or a conative mismatch. If they are naturally conflict-averse and lack the drive to have difficult conversations, they do not GWC the Integrator seat. You cannot have a passive person in the seat that is supposed to be the operational glue of the company.

If they want to improve, you can provide coaching and clear expectations. They must start holding people accountable in every weekly Level 10 Meeting. If they cannot or will not step up to run the team with the necessary discipline within ninety days, you must move them to a seat that fits their strengths, such as Finance Director, and recruit a true Integrator who loves driving accountability.