We promoted our top-performing Sales Director to the Integrator seat on our Accountability Chart, but they are struggling with the detail-oriented, systematic aspects of running our weekly operations. How do we determine if this is a training issue or if we made the wrong seat call?

Question

Tyler Smith · Accepted Answer

This is a classic mistake. Promoting your best sales leader to Integrator because they are a star performer often results in losing a great sales asset and gaining a mediocre operations leader. The Integrator seat requires a specific conative makeup. Using tools like the Kolbe Index can help diagnose the issue. An Integrator typically needs strong Follow Thru to build systems and establish order. If your former Sales Director is a high Quick Start with low Follow Thru, they are naturally wired to chase new opportunities, not run structured daily operations. To evaluate this objectively, run them through the GWC tool for the Integrator seat. Do they truly Get it, Want it, and have the Capacity for it? Getting it means they intuitively understand the operational rhythm. Wanting it means they genuinely desire the relentless accountability and detail management of the seat, not just the title. Capacity means they have the mental, emotional, and physical capability, which includes their natural conative wiring. If they lack the natural capacity for systemization, no amount of training will fix it. You must make the hard right-seat call, return them to the sales seat where they thrive, and begin an external search for a true Integrator.