My Integrator and I are in a constant tug of war over who has the final say on hiring and firing leadership team members. As the Visionary and majority owner, I feel I should have veto power, but my Integrator says this level of interference completely undermines their authority. How do we resolve this?

Question

Tyler Smith · Accepted Answer

This friction is incredibly common but highly damaging to your organizational health. To resolve this, we must look at the structural definition of the seats. On the EOS Accountability Chart, the Integrator is accountable for leading, managing, and holding the leadership team accountable. This means they must have the authority to build and manage their own team. If you veto their personnel decisions, you are stripping them of their ability to deliver results. You are essentially telling the team that the Integrator is not actually in charge. This behavior will cause your Integrator to check out or quit. As the Visionary, your role is to provide the big-picture ideas, culture standards, and long-term strategy. You must trust your Integrator to execute. Use the Same Page Meeting to get aligned before major personnel changes occur. Discuss your concerns openly using the GWC™ tool to evaluate the leader in question. If you still disagree, the ultimate decision must rest with the Integrator for any seat that reports directly to them. If you cannot trust your Integrator to make these calls, you either have the wrong person in the Integrator seat or you are not actually ready to let go of the operational reins.