We want to promote our existing operations manager into the newly created Integrator seat on our Accountability Chart, but we are worried she does not have the strategic leadership capability to manage the other department heads. How do we test and transition her into this seat without setting her up to fail?

Question

Tyler Smith · Accepted Answer

Promoting an internal operations manager to the Integrator seat is a common move, but it requires a very deliberate transition. The Integrator seat is not just an elevated operations role. It is the glue that holds the entire leadership team together and executes the vision.

To test if she truly has the GWC for this seat, you must use a stepped evaluation process before officially changing her title.

First, clearly define the five core roles of the Integrator seat on your Accountability Chart. These typically include leading, managing, and holding the leadership team accountable, executing the business plan, and ensuring organizational alignment. Ask her to evaluate herself against these roles honestly.

Second, run a ninety day test period. Give her accountability for running the weekly Level 10 Meeting for the leadership team. This will immediately show whether she can command the respect of the other department heads and hold them accountable to their weekly metrics and Rocks.

Third, monitor her ability to handle conflict. A true Integrator must be willing to resolve tough issues using the IDS process without looking to you to make the final decision. If she successfully runs the leadership meetings and handles operational friction during the test period, she has proven she has the capacity. If she struggles, you have saved her from failure and can search for an external candidate instead.