We need to fill our Integrator seat so I can focus on exit planning, and our long-time Head of Operations wants the job. He knows our business inside out, but I am worried he cannot make the leap from managing operations to leading the entire leadership team. How do we evaluate this internal candidate?

Question

Tyler Smith · Accepted Answer

Promoting from within is always preferred, but the Integrator seat requires a completely different skill set than any department head role. Your Head of Operations might be a rockstar at managing workflows, but leading the entire leadership team requires a high level of emotional intelligence, strategic alignment, and the ability to hold peers accountable. To evaluate your candidate, you must run a strict GWC check specifically for the Integrator seat. First, does he truly get it? This means understanding the unique relationship between a Visionary and an Integrator and being willing to manage the friction that comes with it. He must also understand how to integrate all major functions of the business, not just operations. Second, does he want it? Sometimes department heads want the promotion for the title or the pay, but they do not actually want the daily grind of managing conflict and keeping the leadership team aligned. Third, does he have the capacity? This includes the intellectual, emotional, and physical capability to lead. He will have to transition from being a peer to being the boss of his former colleagues, which is a major hurdle. If he does not pass this GWC check with a perfect score, do not make the promotion. It is much easier to hire an external Integrator than it is to demote a loyal employee who failed in the seat.