The fish rots from the head down. Unfortunately, this is also the case in companies: the way a company’s management team functions is the way the rest of the team works. And at the top of the management team is the person that we call the Integrator at EOS. In other companies, this person may be called the managing director, CEO, COO, or simply the boss. This person is at the top of the Accountability Chart. We call them the integrator, rather than king or queen, in order to remove ego from the equation, as there is no worse enemy for a team than ego.
But let’s get back to the integrator and the fish.
WHAT DOES AN INTEGRATOR DO?
An integrator should possess a range of skills in order to fulfill their responsibilities and add value to the company. They must be a skilled communicator, a loyal team member, and a competent leader. They are the ones who cultivate the mindset of the entire organization.
The tasks and responsibilities of an integrator include:
- Implement the company’s business plan.
- Demonstrate the achievement of objectives to the company and individuals.
- Collaborate seamlessly with the visionary.
- Ensure that key processes are clearly identified and followed by all team members.
- Solve problems effectively.
- Promote transparency in corporate communication.
- Ensure that all teams are working toward the same goal.
A competent integrator knows where the problems lie in the company and how to solve them; they are capable of making effective decisions whenever necessary. In the absence of a strong integrator, frustration and a lack of focus and productivity take their place.
If the integrator fails, the management team falters. And when something goes wrong in the management team, it is likely to hurt the rest of the company.
There is a wonderful phrase that sums it up perfectly: “The distance between a leader and their team is a constant.”
In this article, I would like to identify four signs that a stronger integrator may be needed.
1. LACK OF ACCOUNTABILITY
When a team lacks accountability, things start to go wrong. Without a strong integrator at the helm, the following symptoms will occur:
- Rock achievement falls below 80% each quarter.
- Less than 90% of the ToDos from Level 10 Meetings are completed.
- Little or no follow-up on the red figures on the scorecard.
- Systematic failure to meet company objectives.
Surprisingly, these symptoms are usually plain for all to see, but no one dares to state the obvious: the company does not have the leadership it deserves and needs to realize its full potential and retain good people.
Instead, everyone beats around the bush and the same problems arise over and over again…
2. RECURRING PROBLEMS
You may have experienced a situation in which the same problems arise repeatedly, like déjà vu: the objectives of the scorecard are not met, the company lacks clear processes and sinks into daily chaos; issues are addressed, but nothing is decided, or at least nothing that tackles the root of the problem. The company is like the Wild West, with everyone doing what they can to survive. Even if the IDS method is used to identify, discuss, and solve problems, they never seem to go away completely.
Does this sound familiar?
- Similar problems arise over and over again, and no one knows what to say about them or how to solve them.
- Weekly meetings remain superficial, and the to-do list is misleading and repetitive.
- For its part, the team becomes frustrated because it is unable to eradicate the root causes of the problems.
These three points are a clear indication that a stronger integrator is needed to help the team identify the underlying problems that are preventing the company from achieving success. A good integrator encourages open, honest, and deep conversations and does not avoid necessary conflicts.
3. SLOW DECISION-MAKING
When a team has a slow and even painful decision-making process, morale and productivity decline. From my work with dozens of management teams, regardless of country, size, or industry, I can say that I have rarely heard of a decision being made hastily. However, there is sometimes a feeling that “someone” should put an end to the endless debates and decide once and for all how to proceed.
Without effective and agile decision-making, the following symptoms appear (to name a few):
- Meetings are perceived more as a tedious obligation than as productive teamwork. It’s like chewing gum over and over again and going round in circles on the same topic. It is unclear who actually makes the decisions or there is no freedom to make them.
- Decision-making is based on consensus. Long conversations that try to please everyone end without any concrete measures or decisions. And when decisions are made, the results are rarely implemented.
- No one intervenes in politicized disputes or makes decisions in deadlock situations to take the final step and move forward.
4. ABSORBED BY DAILY ACTIVITIES
The integrator’s job is to sometimes work in the company and sometimes for the company. Some integrators find it very difficult to step away from day-to-day activities and devote themselves to more important but less urgent matters. This causes the company to stagnate and fail to move forward.
As an integrator, it is crucial to maintain the right perspective to get a good overview. The signs that the integrator is losing focus and disappearing too often into day-to-day activities are:
- Too many decisions pass through the integrator’s desk (even if there is someone responsible for them).
- The integrator never has time and always works overtime to stay afloat.
- There is a problem with the six Key Components of EOS in the company:
- It is not clear where the company wants to go.
- The right people are not in the right seats.
- Data is not available for decision-making.
- Crucial company issues are not visible and the decision-making process is not efficient.
- Key processes are unclear and not implemented.
- Execution is weak and goals are not achieved.
The right integrator is a game-changer
Unfortunately, organizations often don’t invest enough time or attention in putting the right people in the right seats, including in the case of an integrator. It is common practice to hire someone quickly without giving the decision much thought and without a defined hiring processIn some cases, the founder is reluctant to step aside, assume the visionary role, and bring in a strong integrator—limiting the company’s ability to reach its full potential..
The fish always starts to rot from the head down
A company should be aware whether it has the strong integrator it needs or whether it is struggling with various symptoms. In that case, the concept of the “RPRS integrator” (right person, right seat) should be included in the management team’s issue list to have an open and honest conversation about it.
If you need any help supporting your current implementer or finding the ideal fit for your company, you can contact me directly to see how EOS and I can help you.