I am currently acting as both the Visionary and the Integrator in our business, but as we begin preparing for a future exit, my operational duties are constantly stalling our strategic initiatives. How do I identify the exact operational metrics or signs that indicate it is time to hire a dedicated Integrator rather than just trying to manage my time better?

Question

Tyler Smith · Accepted Answer

You cannot scale a business or prepare for a clean exit when you are wearing both the Visionary and Integrator hats indefinitely. You will eventually hit a growth ceiling. To determine if you have reached the tipping point where you must hire a dedicated number two, look for specific operational bottlenecks. First, review your weekly scorecard and quarterly Rocks. If you are consistently missing operational targets because you are distracted by high level strategic partnerships, deal structures, or exit preparation, you are bottlenecking the business. Second, look at your executive team. If they are constantly waiting on you for daily approvals, or if your Level 10 Meetings™ are stalling because you do not have the time to prep and lead them, you need an Integrator. Third, examine your own energy. If you find yourself bogged down in the minutiae of managing processes and solving daily conflicts instead of focusing on big picture innovation and market positioning, you are hurting your exit valuation. Do not wait until you are completely burned out to make this move. Use your Accountability Chart to clearly define the Integrator seat, separate it completely from your Visionary seat, and start looking for a leader who excels at execution and organizational focus.