I am currently acting as both the Visionary and the Integrator in our business, but I need to hire an outside Integrator to prepare the company for a clean exit. What is the correct sequence to transition this vital seat without disrupting our EOS® implementation?

Question

Tyler Smith · Accepted Answer

Transitioning from a combined Visionary and Integrator role to hiring an outside Integrator is one of the most critical steps in preparing your business for a clean exit. To do this successfully, you must execute a disciplined, phased transition.

First, clearly define the two seats on your Accountability Chart. You must separate your own responsibilities into the Visionary seat and the Integrator seat. This allows you to see exactly what you are giving up and what the new hire will own. Ensure the leadership team understands that once the new Integrator starts, they report to that person, not to you.

Second, bring the new Integrator in as an observer in your weekly Level 10 Meetings™ for the first two to four weeks. Let them learn your business, your team, and your culture before they take the reins. During this time, they should focus on building relationships and understanding the current operational bottlenecks.

Finally, transition the meeting facilitation and the weekly Same Page Meeting™ rhythm. Let the new Integrator gradually take over running the Level 10 Meetings™ and managing the Accountability Chart. As the Visionary, your role shifts to strategic guidance, culture keeping, and big-picture relationships, giving the new Integrator the space to run the business day-to-day and prove its self-sustainability to future buyers.