19 Mar The Integrator-Visionary Relationship and Accountability
On March 9th, our Business Brokerage Press Business Advisory Reboot webinar hosted entrepreneurial Operating System (EOS) expert Damon Neth. Neth discussed at length how EOS can be implemented to facilitate change within businesses. In this article, we’ll explore Neth’s views on the Integrator and Visionary relationship, their role with the Executive Team, and how to successfully implement accountability.
Integrators vs. Visionaries
Major divisions and functions need clarity so that they can empower leadership. Within the EOS perspective, there is an Integrator, who may be thought of as a president or COO. The Integrator is the boss of the leadership team and works to integrate all of the company’s major functions. The Integrator is the planner and detail-oriented person.
On the other hand, the Visionary is the idea person who, as Neth notes, “Can’t turn off the idea factory, which can make them something of a disruptive force.” Neth’s view is that Visionaries, since they are constantly generating new ideas, often bring ideas to the company too early or at the wrong time. Quite often, the Visionary (and Steve Jobs is a good example) is the face of the company.
A Powerful Dynamic
The dynamic between the Integrator and the Visionary is an important one. The Visionary creates new ideas, and then those ideas are brought before the Integrator. It is this give and take between that Integrator and the Visionary that can drive the company in a dynamic direction of change. The Visionary puts forth the new idea, and the Integrator works to implement those new ideas and visions within the company. It is through the Executive Team that plans are converted from theory into practice and reality. In short, it is important to create a balanced organization, and EOS can be invaluable in this regard.
Factoring in Accountability
Accountability charts are highly useful in the process as they help everyone under the “big picture” and how to progress forward. As Neth notes, “Success is never a guessing game and ultimately getting scorecards all the way down to even the bottom of the organization,” is very important. He also points to the tremendous importance of having weekly scorecards, instead of monthly scorecards. With a weekly score card, there will be 50 opportunities a year to identify and then correct an error, whereas penciling in monthly meetings only provides a dozen such corrective opportunities.
Everyone in the organization should understand not only the role of their respective department, but also, their role within that department and the organization as a whole. Once again, the key to everything boils down to good communication and clarity of purpose and roles within the organization. Everyone must be rowing in the same direction, and it is through weekly measurables that true progress can take place.
