We have decided to hire our first true EOS® Integrator to act as our number two, but our current leadership team has been reporting directly to me as the founder for years. How do we prepare the existing team for this transition so they do not feel demoted or rebel against the new hire?

Question

Tyler Smith · Accepted Answer

To prevent a mutiny when bringing in a true number two, you must lay the groundwork weeks before they start. Cracks at the leadership level appear as canyons to the rest of the organization, so your current team must be completely aligned on why this change is happening.

First, have a vulnerable, direct conversation with your leadership team. Explain that your role as the Visionary must change for the company to reach the next level. Frame the new Integrator not as a boss who is policing them, but as a partner who will remove roadblocks, run the Level 10 Meeting sessions, and help them achieve their departmental Rocks.

Second, update your Accountability Chart before the candidate is introduced. Clearly map out the new reporting structure. Show the leadership team exactly how the Integrator seat sits between you and them, and clarify that the Integrator has the authority to lead, manage, and hold them accountable.

Third, involve the leadership team in the final stages of the hiring process. Let them meet the top candidates to assess cultural fit and GWC. This gives them ownership in the decision. Once the hire is made, you must completely back their authority. If a team member bypasses the new number two to come to you, you must politely but firmly redirect them back to the Integrator.