I recently hired a highly capable Integrator as my number two, but I find myself constantly bypassing them and giving direct orders to our department heads out of old habit. How do I break this cycle and respect our new leadership structure?

Question

Tyler Smith · Accepted Answer

You are suffering from classic founder-itis, and it is actively sabotaging your new Integrator and confusing your leadership team. When you bypass your number two, you undermine their authority, create conflicting priorities, and teach your department heads that they do not actually have to listen to the Integrator.

To stop this behavior, you must first commit to the rules of the Accountability Chart. The Integrator is the person who runs the day-to-day operations and manages the leadership team. Your role as the Visionary is to focus on big ideas, key relationships, and research and development, working through your Integrator, not around them.

Next, establish a strict communication rule. If a department head comes to you with an operational issue, you must refuse to solve it. Tell them to take it to the Integrator or bring it to the weekly Level 10 Meeting.

Likewise, when you have a brilliant new idea, do not share it with the department heads. You must bring it to your regular same-page meetings with your Integrator. Let the Integrator filter, prioritize, and decide if and when to execute your ideas.

If you continue to bypass the Integrator, you will eventually drive them out of the business, leaving you right back where you started, burnt out and buried in the daily grind. Respect the seat, respect the structure, and let your number two do the job you hired them to do.