The EOS Integrator Seat: When an End‑Run Happens

In every EOS®‑run organisation, the EOS Integrator sits at the centre of clarity, communication, and execution. On paper, the job looks simple: keep the organisation aligned and rowing in the same direction. In reality, the role requires stepping into messy human moments filled with tension, frustration, unmet expectations, and misaligned assumptions.

Here is a short case study from our own Independent Executives EOS Integrator, Alanna Kane, based on a recent deployment.

A Team Member’s Frustration and an Unintentional End‑Run

A team member approached Alanna feeling frustrated with another member of the leadership team. They wanted more involvement outside their seat, felt collaboration was lacking, and believed the other person wasn’t meeting expectations. Some concerns were valid. The need for stronger cross‑functional communication was real.

But the way the issue reached Alanna, and how she initially responded, revealed a deeper leadership challenge:

An unintentional end‑run.

Here is Alanna’s story.............

The Mistake I Made as an EOS Integrator

When the frustration first surfaced, instead of pausing and directing the person to speak directly to their colleague, I responded with:

“Leave it with me, I’ll speak to them.”

That was the wrong move. By doing that, I:

• Took ownership of an issue that didn’t belong to me
• Inserted myself into a conversation that wasn’t mine
• Removed the opportunity for two leaders to build trust
• Positioned myself as a go‑between instead of the EOS Integrator
• Accidentally reinforced avoidance instead of healthy conflict

This is exactly what we call an end‑run, when someone bypasses the person they should speak to and takes the issue elsewhere.

And in EOS, end‑runs quickly weaken a leadership team.

Realising It and Course Correcting Fast

Once I recognised what had happened, I corrected my approach immediately. My goal wasn’t to take sides or “fix” anything. My role as the EOS Integrator was to strengthen communication between the two people who needed to have the conversation.

We reset expectations, clarified accountabilities, revisited communication rhythms, and used our EOS tools, the Accountability Chart®, Same Page Meetings, and IDS to rebuild alignment.

When the two leaders finally sat down together, the tension peaked as they shared both sides of the story and cleared the air. But once they agreed on a path forward, the tension dissolved far faster than it would have if I had continued carrying the issue for them.

The Truth: I Slipped and It Happens

The mistake hurt the business unnecessarily, but I’m human, and it served as an important reminder.

Even seasoned EOS Integrators sometimes move too quickly to “fix” something. We want to protect the team, support individuals, and keep the business moving. But solving someone’s problem for them isn’t leadership, it’s disempowerment.

In my case, it unintentionally made the other person feel unsupported, disconnected, and unclear on expectations, the exact opposite of what I want as a leader.

The good news? EOS gives us the tools to repair these moments quickly and effectively.

What I’ll Do Differently Moving Forward as an EOS Integrator

Next time someone brings frustration about another team member to me, I’ll respond with:

• “Have you spoken to them directly?” If the answer is no, it goes straight back to them.
• “I can help you prepare, but I won’t deliver the message for you.” Or: “If you don’t feel comfortable delivering the message alone, I’ll come with you.”

And if the issue belongs in the leadership L10, we IDS it together, openly.

That’s how we maintain trust, strengthen communication, and protect the culture we’re building.

Why End‑Runs Are So Dangerous

End‑runs rarely look dangerous in the moment. They often sound like:

• “Can you bring this up for me?”
• “I don’t want to say it to them yet…”
• “It’s easier if you tell them.”
• “They won’t understand if it comes from me.”

But every time an EOS Integrator accepts an end‑run, it quietly erodes:

• Trust between leaders
• Ownership of problems
• Clarity of accountabilities
• The rhythm of open and honest communication
• The healthy conflict a strong team depends on

End‑runs create a triangle where a straight line should exist.

The Role of the EOS Integrator in Moments Like This

The EOS Integrator’s accountability is not to mediate every frustration. It is to strengthen the operating system and the relationships within it.

That means:

1. Redirecting issues to the right person — not handling them on their behalf.
2. Coaching instead of carrying — “Let me help you prepare” instead of “Let me have the conversation for you.”
3. Maintaining the integrity of the Accountability Chart® — people must operate within their seat.
4. Using EOS tools to drive alignment — Same Page Meetings, L10s, and IDS are essential, not optional.
5. Protecting leadership team health — even when it feels uncomfortable.

The Takeaway for Every EOS Integrator

End‑runs happen. People are human. Leaders get frustrated. Communication breaks down. Our job isn’t to prevent emotion, it’s to prevent misalignment.

If you’re an EOS Integrator, here’s your reminder:

Never carry a conversation that belongs to two other people.

Redirect. Coach. Protect the system. Don’t become the messenger. When leaders speak directly, honestly, and consistently with each other, everything else becomes easier, execution, culture, clarity, and growth.