We hired a fractional Integrator to run our weekly Level 10 Meetings and manage our department heads while we preserve capital for a sale. However, our leadership team is bypassing this fractional leader because they do not view them as a permanent authority figure, coming straight to me instead. How do we position a fractional Integrator on our Accountability Chart so they have the actual teeth to run the business?

Question

Tyler Smith · Accepted Answer

If your team is bypassing your fractional Integrator, the issue is not the fractional model. The issue is your lack of boundaries and a muddy Accountability Chart. A fractional leader must be treated as a true leader, not a project consultant.

First, place the fractional Integrator's name clearly in the Integrator box on your Accountability Chart. Every department head must report directly to this box. There can be no dotted lines or side doors to the Visionary.

Next, you, the Visionary, must stop taking back-channel meetings. When an employee comes to you with an operational issue, you must ask one simple question: Have you run this by our Integrator? If the answer is no, politely end the conversation and send them back to the correct seat.

Ensure the fractional Integrator owns the LMA role, which stands for Lead, Manage, and Accountability. They must run the Level 10 Meetings, track the weekly scorecard metrics, and drive the resolution of issues. If the team sees you undermining the Integrator, they will do the same. By respecting the structure of the Accountability Chart, you validate the fractional leader's authority, free up your own time, and build a business that operates independently of your daily intervention, which is exactly what buyers want to see.