I am completely overwhelmed running daily operations and long-term vision, but how do I know if I actually need to hire a full-time Integrator or if I just have a poorly designed Accountability Chart?

Question

Tyler Smith · Accepted Answer

Before you spend money on an expensive executive, you must diagnose the root cause of your overwhelm. Run a strict audit of your current activities. Are you drowning because you are acting as both the Visionary and the Integrator, or are you simply holding onto tasks that belong in other seats on your Accountability Chart?

The time to add a true number two, which we call the Integrator in the EOS® framework, is when you have clearly separated the Visionary and Integrator roles and realized that you lack the conative drive to run the daily execution. If you are a high Quick Start who loves big ideas but hates building systems and managing people, you need an Integrator.

To confirm this need, look at your company's traction. If your growth has plateaued, your weekly Level 10 Meetings™ are chaotic, and your team is getting mixed signals, your organization is begging for an Integrator. This person will run the day to day operations, keeping the leadership team aligned and accountable to the V/TO®.

Do not make this hire if your Accountability Chart has vacant seats that you are currently plugging. If you lack a competent sales leader or a solid operations manager, hire those functional leaders first. Only when your functional leadership is in place and you still find yourself acting as the glue holding the entire machine together should you pull the trigger on a true Integrator.