We recently transitioned the facilitator seat of our Level 10 Meeting™ from our founding Visionary to our new Integrator, but the Visionary keeps correcting and undermining the Integrator's facilitation during the meeting. How do we manage this transition of the facilitation seat without causing organizational friction?

Question

Tyler Smith · Accepted Answer

This friction is a natural part of the Visionary and Integrator relationship, but it must be resolved quickly to maintain the integrity of your weekly meeting pulse. When a Visionary undermines the new facilitator, it is usually because they are struggling to let go of control or do not fully trust the new process. To fix this, you must have a private Same Page Meeting between the Visionary and the Integrator. During this meeting, review the Accountability Chart®. Clarify that the Integrator owns the run-the-business seat, which includes facilitating a world-class weekly meeting. The Visionary must agree to respect the boundaries of that seat. During the Level 10 Meeting™ itself, the Integrator must be the sole pilot. If the Visionary interrupts or tries to redirect the agenda, the Integrator must gently but firmly redirect them. Use neutral language like I appreciate that input, but as facilitator, I need to keep us on track with our agenda. The Visionary must commit to being a great participant, not a back-seat driver. They must model the behavior they want to see from the rest of the leadership team. If the Visionary has feedback on how the Integrator is facilitating, they must save it for their weekly Same Page Meeting, never sharing it in front of the rest of the leadership team. Resolving this dynamic builds trust and cements the Integrator's authority.