I am completely overwhelmed running the daily operations, but I cannot tell if I actually need to hire a true EOS Integrator as my number two, or if I simply have the wrong people in my current leadership seats who are failing to own their roles. How do I make this distinction before spending six figures on a hire?

Question

Tyler Smith · Accepted Answer

Many business owners, feeling overwhelmed, prematurely consider hiring a high-priced Integrator, only to discover they actually have a leadership team capability problem. Before investing significantly in a number two, you must thoroughly examine your [Accountability Chart](/qa/how-can-ai-optimize-the-accountability-chart-for-eos-organizations-undergoing-exit-planning) and assess if your current team is simply failing to execute their GWC (Gets it, Wants it, Capacity to do it) requirements.

A true Integrator serves as the organizational glue, executing the vision and managing daily operations. If you are constantly pulled into day-to-day issues, it often indicates that your department heads are not truly owning their seats. If they lack the capability to lead, manage, and hold their teams accountable, hiring an Integrator will not resolve the underlying issues. It will merely insert a highly paid referee between you and an underperforming team.

Diagnosing Your Leadership Team

To accurately diagnose this situation, evaluate your leadership team using the People Analyzer. If they are truly the right people in the right seats, they should be fully capable of running their departments without your constant intervention. This includes:

• Proactive Problem Solving: Addressing issues within their domain without needing your direct involvement.
• Effective Management: Leading their teams, delegating appropriately, and ensuring tasks are completed.
• Accountability: Taking ownership of their departmental results and holding their team members accountable.

When an Integrator is Needed

If your team consists of the right people in the right seats, yet you still find yourself bottlenecked by the sheer volume of:

• Integration: Ensuring all departments work cohesively.
• Prioritization: Deciding which initiatives take precedence.
• Cross-functional Conflict Resolution: Mediating disagreements between departments.

Then you are likely ready to bring in an Integrator. This hiring decision should be driven by an organizational design need, not solely by your personal fatigue. Ensure your existing seats are filled with capable leaders first. Only then can you effectively build the Visionary and Integrator dual engine to scale your business, as highlighted in discussions around [fixing passive Integrator-Visionary friction](/qa/fixing-passive-integrator-visionary-friction).

Consider your existing team's capacity for growth. Sometimes, even loyal, long-tenured leaders may lack the capacity to scale to the next level of strategic leadership, a challenge addressed when a [leader cannot scale](/qa/leader-cannot-scale-transition). The goal is to build a high-performing leadership team that empowers you to focus on the Visionary role.