A new client of mine who had just completed the Accountability Chart with his team was clearly in the Visionary seat. After the exercise he said:
Visionary VS CEO
Journey Stage: Exploring EOS
Integrators and Visionaries
For business coaches and EOS Implementers™, the roles of Integrators and Visionaries are an essential part of any organization, no matter how big or how small. In a partnership, EOS Implementers typically identify the visionary as the owner, co-owner or founder, while the integrator is often the CEO, president or general manager. The integrator and the visionary couldn’t be more different in terms of how they think and problem solve, however, when their individual Unique Ability® is correctly matched together and they are working toward the same business goals, the results can be exciting.
What is an Integrator? Part II
If you haven’t read my previous blog, “What is a Visionary?”, it’s a vital read before reading this one.
What is a Visionary? Part I
One of the most powerful EOS tools is the accountability chart. It’s powerful because it crystallizes the right structure (click here to download the accountability chart) and illustrates all available seats in your organization. In addition, it clarifies who reports to who and who is accountable for what.
What Makes You Unique?
One of the first steps in business coaching is to determine the Three Uniques of a business, or the top three differentiators that make one business better than the competition. Leadership teams often skip this step when they are just starting out, only to find themselves struggling to truly define their vision and values down the road. Competing in too many sectors, markets, services or product lines isn’t an effective way to get ahead. Business coaches teach leadership teams to avoid trying to be all things to all people, instead showing them how to develop a strategic focus that puts the business on the right path for success.
What is Your Goal-Setting Philosophy?
There are basically two types of goal-setting philosophies I run into when working with leadership teams: