I am the Visionary, and we just hired our first full-time Integrator. We updated our Accountability Chart to show all department heads reporting directly to him. However, my department heads still come to me for final approval on their daily decisions, and I find myself jumping in to help them. How do I stop this seat creep and respect the new reporting lines?

Question

Tyler Smith · Accepted Answer

This is one of the hardest transitions for any founder. By jumping back into operations, you are actively undermining your Integrator and creating massive confusion for your team. When department heads bypass the Integrator and come to you, they are looking for the path of least resistance or trying to play you two against each other.

You must enforce the boundaries of your Accountability Chart with absolute discipline. The next time a department head comes to you for an operational decision or approval, your response must be a polite but firm redirection. Ask them if they have discussed it with the Integrator. If they have not, send them back to the Integrator.

If you have opinions on the matter, share them with your Integrator in your Same Page Meeting, not directly with the team. You must let the Integrator lead and make the final call on operational matters.

Your seat on the chart is Visionary, and your roles are big ideas, key relationships, and culture. If you continue to act as the shadow Integrator, you will burn out your new hire, stall your operations, and signal to potential buyers that the business cannot run without you.