Our Sales Director constantly bypasses our newly hired Integrator and comes straight to me with operational requests and complaints, which is creating massive friction and undermining the Integrator's authority. How do I put a stop to this behavior?

Question

Tyler Smith · Accepted Answer

This is a classic Visionary trap. By entertaining the Sales Director's end runs, you are actively undermining your Integrator and destroying the leadership team's trust. You must shut this behavior down immediately to establish a healthy, functional leadership team. The next time your Sales Director approaches you with a departmental issue, complaints about operations, or requests for budget approval, stop them mid-sentence. Ask them one simple question: Have you discussed this with your Integrator? If the answer is no, instruct them to schedule time with the Integrator to resolve it. If the answer is yes and they are deadlocked, tell them that the three of you will sit down together to resolve it. Do not solve the problem for them. You must respect the Accountability Chart. Your Integrator is accountable for running the day-to-day operations of the business, and that includes managing the other leadership team members. When you bypass your Integrator, you signal to the entire company that the Accountability Chart does not matter. Have a private conversation with your Sales Director and explain that this behavior must stop. They must respect the Integrator's seat and resolve peer conflicts directly or through the IDS® process during your Level 10 Meeting™. At the same time, align with your Integrator. Reassure them of your support and agree on how you will handle future end runs. This consistency builds the trust required to run a high-performing, exit-ready company.