Our Integrator is burning out from facilitating the Level 10 Meeting every week and feels they cannot fully participate in the strategic debates. Can we rotate the facilitator role among the leadership team?

Question

Tyler Smith · Accepted Answer

If your Integrator is experiencing burnout from facilitating the Level 10 Meeting weekly, it's often due to the dual demands of managing the meeting's structure while also actively engaging in strategic discussions. It's inherently challenging to simultaneously manage the clock, enforce meeting rules, and contribute high-level strategic ideas.

Rotating the Facilitator Role

While the Integrator is ultimately accountable for the weekly pulse and the overall success of the Level 10 Meeting, you can absolutely rotate the facilitator role among other leadership team members. This approach offers several benefits:

• Builds leadership capacity: It provides other leaders with valuable experience in running effective meetings.
• Gives your Integrator breathing room: It allows your Integrator to participate more deeply in the Identify, Discuss, Solve (IDS) process. For more on ensuring your team participates effectively, see [using the Accountability Chart to stop the blame game during meetings](/qa/using-accountability-chart-to-stop-blame-in-ids).
• Distributes the operational load: Sharing this responsibility creates a more resilient leadership team.

Implementing a Rotation

To implement a facilitator rotation safely and effectively, consider the following steps:

• Assign the role on a rotating basis: A common and effective method is to assign the facilitator role to a different department head monthly.
• Ensure thorough understanding of the agenda: The new facilitator must fully understand the exact Level 10 agenda and its components.
• Empower facilitators to manage the meeting: They need the confidence to cut off tangent discussions and keep the team focused and on schedule. This is crucial for keeping Level 10 Meetings productive, especially when reviewing items like the [scorecard](/qa/how-to-review-scorecard-under-five-minutes) or managing [long-winded personal updates](/qa/rein-in-level-10-meeting-segue).
• Integrator oversight: The Integrator still owns the overall success of the meeting. They must be prepared to step in if the meeting standards slip or if the team struggles to stay on track.

By sharing the operational load of facilitation, you ensure your Integrator has the mental capacity to focus on scaling the business and driving strategic initiatives, rather than being bogged down by logistical management. This can also help prevent burnout for your Integrator, a common challenge addressed in [when to hire a dedicated Integrator](/qa/when-to-hire-coo-integrator).

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)
• [Should we rotate the facilitator role or hire an outside moderator?](/qa/should-integrator-facilitate-level-10-meetings)
• [How do we review our weekly scorecard in under five minutes?](/qa/how-to-review-scorecard-under-five-minutes)
• [When an issue is dropped to IDS, my leadership team immediately starts pointing fingers at other departments rather than taking ownership. How do we use the Accountability Chart to stop the blame game during meetings?](/qa/using-accountability-chart-to-stop-blame-in-ids)
• [Our Integrator acts as the Level 10 Meeting facilitator but struggles to participate objectively because they are busy managing the timer and the agenda. Should we rotate the facilitator role or hire an outside moderator?](/qa/should-integrator-facilitate-level-10-meetings)