Visionaries and Integrators: What is an Integrator?

Two puzzle pieces

If you haven’t read my previous blogs about Visionaries and Integrators, please take a moment to read them first to get essential context for this article:

When you have created your Accountability Chart, you will clearly see the need for an Integrator. This is the major function that all major functions report to, and every organization must have one. In some companies, this person is known as the President, COO, General Manager, or Chief of Staff – the title doesn’t matter, but the role is essential.

What is an Integrator?

 

An Integrator is the person who is the tie-breaker for the Leadership Team, is the glue for the organization, holds everything together, beats the drum (provides cadence), is accountable for the P&L results, executes the business plan, holds the Leadership Team accountable, and is the steady force in the organization.

The Integrator also creates organizational clarity, communication, and consistency; typically (but not always) operates more on logic; drives results; forces resolution, focus, team unity, prioritization and follow-through; is the filter for all of the Visionary’s ideas; harmoniously integrates the Leadership Team, and helps to remove obstacles and barriers.

Filling the Integrator Seat

If you are a Visionary forced to play the Integrator role because you’re stuck with nobody to free you up, the first step is to find someone in your organization, and if the right person isn’t in your organization, you must look outside your organization. In the meantime, you or someone must play the Integrator role on a temporary basis to the best of your ability until you fill the Integrator seat with the right person.

If you are an Integrator who is confused about your role, work with your Visionary to clarify your roles and responsibilities to create clarity for yourselves and your team. Reference the blogs above and the resources at the end of this article to help you.

If you are in a business partnership, co-running your business, typically one of you is better suited for the Integrator role, while the other is really a Visionary. If you haven’t yet clarified these roles, trying to co-run the business is probably causing confusion and complexity for you and your team. If you divide and conquer – clearly defining and owning the Visionary and Integrator roles – you will create clarity, execute better, and get to your vision faster.

Occasionally you are the rare combination of Visionary and Integrator. While this is rare, it does exist. If so, then simply collapse the two roles into one and illustrate it in your accountability chart as the Integrator role and go forward.

Creating Rocket Fuel for Your Company

As a dynamic duo, the Visionary and the Integrator are the key ingredients an entrepreneurial company needs to get to the next level. The Visionary/Integrator relationship is a two-piece puzzle. Even the most inspiring Visionaries cannot do it all, and the ideal Integrator will fill the void, seal the gap and complete the winning formula.

Join the official community and training program for visionaries and integrators

Related Posts

Four Steps to Solving Issues

When coaching a team to run on the Entrepreneurial Operating System® (EOS®), I love showing them how to actually solve their issues. At EOS, we say issues are problems, challenges, obstacles, opportunities, and new ideas worth your attention. Issues can be anything – good or bad – that your team may need to resolve. As part of the Level 10 Meeting™ agenda, leaders Identify, Discuss, and Solve (IDS™) business issues for the majority of the meeting. Below I’ll break down the four steps to solving issues forever.

Read on »

How to Rock Your Priorities

Early on in the journey to mastering running on the Entrepreneurial Operating System® (EOS®), I occasionally encounter resistance from leadership team members. During a mid-quarter check-in, they’ll complain about the “extra work” caused by their Rocks or quarterly goals. We worked hard in previous sessions to identify the MOST important priorities for the business for the next 90 days. What caused this head-scratcher? To learn how to rock your priorities, we have to get to the root cause of this common complaint.

Read on »

The Evolution of “Team One”

Many business leaders make it to the top by looking out for Number One (aka themselves). When the company they work for begins running on the Entrepreneurial Operating System® (EOS®), they have unlearning to do. EOS requires the leadership team to act as an actual team. Instead of looking out for Number One, they evolve into “Team One.”

Read on »

Subscribe to the EOS Blog

EOS Worldwide

Subscribe to the EOS Blog:

LOGIN TO

Base Camp

LOGIN TO

Client Portal

LOGIN TO

ORGANIZATIONAL CHECKUP

Search the EOS Worldwide Blog

Search
Generic filters