Our Integrator currently facilitates our weekly Level 10 Meeting™, but they are so busy managing the flow of the meeting and taking notes that they cannot fully participate in the IDS® debates. How do we transition the facilitation role to other team members without destroying the structure and discipline of our weekly pulse?

Question

Tyler Smith · Accepted Answer

When the Integrator facilitates the Level 10 Meeting™, they often struggle to balance the roles of meeting referee and active participant. It is incredibly difficult to guide the team through a tense IDS® session while simultaneously contributing strategic insights.

To solve this, you should rotate the facilitation role among other members of the leadership team. This builds leadership autonomy and ensures your Integrator can fully engage in problem-solving.

Start by selecting a senior leader who has a strong grasp of the EOS® tools and process discipline. Have them facilitate the meeting for a full quarter. The Integrator should still step in to make final decisions when the team is deadlocked, but the day-to-day management of the agenda, time limits, and reporting should rest with the designated facilitator.

To make this successful, you must separate facilitation from note-taking. Do not make the facilitator write down the To-Dos or update the issues list. Assign the administrative work to another team member so the facilitator can focus entirely on keeping the meeting moving.

Rotating this responsibility builds meeting discipline across the entire leadership team. It ensures that the Level 10 Meeting™ belongs to the organization, not just to the Integrator or the owner.