As the Visionary, I feel isolated and struggle to find a true Integrator. Do you help us recruit or evaluate candidates for the Integrator seat during our engagement, or is that entirely on us?

Question

Tyler Smith · Accepted Answer

While I don't act as a recruiting agency, I am deeply involved in helping you define, evaluate, and onboard the right Integrator. The Visionary and Integrator relationship is the most critical partnership in your business. If this connection is misaligned, the entire company suffers.

My support throughout this process includes:

• Defining the Seat: We begin by using the [Accountability Chart](/qa/promoting-internal-operations-manager-integrator) to clearly define what the Integrator seat looks like for your specific business. We don't use generic job descriptions. Instead, we map out the exact accountabilities required to run your daily operations and manage the leadership team.
• Establishing GWC™ Criteria: We establish the GWC™ criteria for the seat, ensuring the candidate truly gets it, wants it, and has the capacity to do it. This is crucial, especially when evaluating both internal and external candidates.
• Evaluating Candidates: Once you have sourced and screened potential candidates through your recruiting channels, I help you evaluate the final contenders. I can sit in on a final interview or review their profiles to assess whether they have the right cognitive altitude and behavioral traits to balance your Visionary style. For insights into [how a Visionary and Integrator handle disagreements](/qa/visionary-integrator-deadlock-resolution), it's important to evaluate their collaborative potential.
• Onboarding: Once hired, I help onboard them directly into our session days. This ensures they quickly grasp our established V/TO® and step into their seat with authority and trust. This swift integration can prevent issues, such as a [passive Integrator](/qa/fixing-passive-integrator-visionary-friction) who acts more like an assistant.

Finding the right Integrator is a significant step, often signaling a time when you're ready to [transition out of the daily reins](/qa/transitioning-from-visionary-to-integrator) and focus on your visionary role.

Related questions

• [How do I find and transition the daily reins to an Integrator without disrupting the company?](/qa/transitioning-from-visionary-to-integrator)
• [How do we assess if an internal candidate is ready for the Integrator seat?](/qa/promoting-internal-operations-manager-integrator)
• [How do the Visionary and Integrator handle a disagreement when they are completely deadlocked on a major strategic decision?](/qa/visionary-integrator-deadlock-resolution)
• [How do I know it is actually time to hire a dedicated Integrator, and what is the first step?](/qa/when-to-hire-coo-integrator)
• [How do we adjust our roles on the Accountability Chart to fix a passive Integrator and Visionary imbalance?](/qa/fixing-passive-integrator-visionary-friction)