The
Fractional Integrator business model presupposes that an organization does
*not* have an internal Integrator.
Unlike other fractional models (CFO, Marketing, HR, even COO or
President), the Integrator role is not typically titled this way, and the
skillset could be paired with a specific discipline leadership role as well.
This
is one reason why AJC typically recommends beginning an engagement with a Needs
Assessment. We recently completed an
Integrator Needs Assessment for a great company. The Leadership Team had been using EOS with
an Implementer for about a year and had flip-flopped a couple people in and out
of the Integrator seat over that time period.
Neither of them particularly cared for the role, and consequently believed
there was a void in the organization for an Integrator.
When
the company contacted us, the original idea was that the Integrator Needs
Assessment would determine the level of effort required and specific areas to
prioritized for a Fractional Integrator resource. The results, however, turned out very
differently.
Over
the course of the Needs Assessment, we spoke with several individuals on the
Leadership Team and in management level roles within the organization. We observed the organization over the course
of “normal” working hours, sat in a couple L10 meetings, and reviewed the
Accountability chart and several documents.
We also asked four individuals at the Executive level to take both the Visionary and Integrator Assessments available online.
Interestingly,
the Needs Assessment revealed that there was a key individual *already* in the
organization who “got it,” had the desire for it (“wanted it”), and through the
assessment and discussions “had the capacity to do it.” This person was doing most of it already and
had earned the trust of all levels of the organization. In other words, the person had the GWC and
already was acting in the role without formally holding the title.
Now
the next steps are very different than originally assumed. The person who already behaves as an
Integrator does have some gap areas for coaching, and the organization could
use some business process shoring up to help set the new Integrator up for
success. However, coaching and establishing
processes for others to carry on in the future are very different value
propositions than filling a seat. These
opportunities will enable this organization to be self-sustaining without the
churn of a changing Integrator resource in the future when the fractional role
is over.
Fractional
Integrators can still be a great option for an organization who truly does not
have someone internally able to fill this role.
We discussed when this may be true, and what value a Fractional
Integrator could bring to the table in our recent article “What the Heck is a Fractional
Integrator Anyway?” However, just like most
things in life, it is best to look before you leap – evaluate the current state
before plugging in a solution. The best
way to that is with an up-front Needs Assessment. Who knows?
You may already have an Integrator sitting in your organization today!
Stay tuned for our next
monthly newsletter in which AJC further discusses how an Integrator Needs
Assessment could lead to the Fractional Integrator or Coaching model that is
right for your organization.
Want AJC Information
delivered to your Inbox monthly? Sign up
for our Newsletter today!
