We are planning to promote our internal Operations Manager to the Integrator seat, but we are worried she lacks the executive presence to hold the rest of the leadership team accountable. How do we assess if an internal candidate is ready for the Integrator seat?

Question

Tyler Smith · Accepted Answer

Promoting an internal Operations Manager to the Integrator seat is a common strategy, but it carries significant risk if the candidate lacks the natural ability to lead, manage, and hold people accountable. The Integrator seat on your [Accountability Chart](/qa/resolving-accountability-chart-seat-overlaps) demands a unique skill set. Being highly proficient at managing daily logistics in their current operations role does not automatically guarantee success in the Integrator role.

Assessing Integrator Readiness

To effectively assess if your candidate is ready for the Integrator seat, you must apply the GWC™ filter specifically to the Integrator role's requirements, not to their existing operations responsibilities.

1. Get It

• Does the candidate truly Get It? An Integrator must possess a holistic understanding of how all departments connect within the organization and demonstrate the ability to resolve conflicts objectively.
• If they remain biased toward operations or their previous department, they likely do not Get It in the broader sense required for the Integrator role. This objective understanding is crucial for managing diverse teams.

2. Want It

• Does the candidate truly Want It? Some individuals only desire a promotion for the title or increased compensation.
• However, the Integrator role constantly demands accountability and frequent conflict resolution. If they dread these core aspects, they might not genuinely Want It. This is a common challenge, as an [Integrator can become too passive](/qa/fixing-passive-integrator-visionary-friction) if they don't truly embrace the responsibilities.

3. Capacity

• Does the candidate have the Capacity for the role? Look at their Kolbe profile.
• A successful Integrator typically requires a high Follow Thru score. This trait is essential for building and maintaining robust systems and ensuring consistent execution.
• They also benefit from a balanced Fact Finder score, which supports analytical decision-making. You can gain deeper insights into conative profiles and their impact on team dynamics by exploring [how to use the Kolbe A Index to diagnose team conflict](/qa/kolbe-sales-operations-conflict-handoffs).

Preparing the Leadership Team

If your candidate successfully passes the GWC™ assessment for the Integrator seat, the next critical step is to prepare the existing leadership team for this transition.

• Avoid simply announcing the change. Instead, implement a structured transition period.
• During this period, the candidate should shadow the current Integrator (or you, if you are currently acting as the Integrator) in [Level 10 Meetings™](/qa/rein-in-level-10-meeting-segue).
• Gradually allow the candidate to take over the running of these meetings. This process not only builds her confidence but also establishes her authority and credibility with the rest of the leadership team before she permanently steps into the seat. This careful transition can also help prevent issues like a [leader being unable to scale](/qa/leader-cannot-scale-transition) into a strategic role.

Related questions

• [How do the Visionary and Integrator handle a disagreement when they are completely deadlocked on a major strategic decision?](/qa/visionary-integrator-deadlock-resolution)
• [How do I find and transition the daily reins to an Integrator without disrupting the company?](/qa/transitioning-from-visionary-to-integrator)
• [I am the owner currently sitting in four seats on our Accountability Chart, and since I cannot afford external hires, I want to promote from within. However, none of my current employees fully pass the GWC filter for these leadership seats today. How do I structure a developmental runway on our chart without prematurely giving them seats they are not ready to own?](/qa/internal-promotion-runway-accountability-chart)
• [Our long-tenured VP of Finance is a perfect core values fit and gets and wants their seat, but they lack the capacity to build the complex forward-looking financial forecasting models that prospective buyers are demanding for our exit. How do we handle this GWC issue without firing a loyal leader?](/qa/gwc-vp-finance-exit-capacity-issue)
• [I am currently acting as both the Visionary and the Integrator in our business, but I am completely overwhelmed and running out of steam. How do I know it is actually time to hire a dedicated Integrator, and what is the first step?](/qa/when-to-hire-coo-integrator)