How to choose an integrator when you have multiple internal candidates

Executive overview

Having multiple strong internal candidates for the Integrator role causes visionaries to stall — avoiding a choice to avoid conflict. Indecision is itself a decision: it preserves the status quo and risks losing good people through speculation and uncertainty.

The antidote is structured objectivity: gather data, communicate openly, and decide.

Overcoming reluctance to decide

• Fear of hurting feelings or bias from personal knowledge causes delay
• Not choosing is a choice — it defaults to the status quo
• Transparency with all candidates prevents damaging speculation
• Silence breeds wild scenarios; information prevents them
• Delayed decisions risk losing strong internal candidates

Tools and inputs to guide the decision

• Ask your leadership team for perspective — they often surface insights you lack
• Use the People Analyzer to assess each candidate's fit with company values
• Confirm each person truly gets, wants, and has capacity for the Integrator seat
• Both the visionary and each candidate should take the Crystallizer assessment and compare results
• Look for someone whose strengths complement your weaknesses

Making the final call

• Keep emotions and ego out of the decision
• Gather input from as many objective sources as possible
• Have a contingency plan for candidates not chosen — some may leave
• Go in with eyes open to that risk