Understanding the Visionary/Integrator Relationship in EOS® Run Companies

In any business following the Entrepreneurial Operating System® (EOS), the relationship between the Visionary and Integrator roles is pivotal to success. These two leadership seats - serve distinct yet complementary functions. Understanding the differences and cultivating harmony between them can lead to a more cohesive and effective organization. This article will explore the key aspects of the Visionary and Integrator roles, the ideal dynamic between them, the common starting point for business owners, potential scenarios for role fulfillment, and the importance of evolving and investing in this critical relationship.

Defining the Difference Between Visionary and Integrator

The Visionary in an EOS company is typically the person who conceives the big ideas. They are often the founder, majority owner or a key leader who drives the long-term vision of the organization. Visionaries are creative, innovative, and forward-thinking. They thrive on exploring new opportunities, solving big-picture problems, and driving change. However, their focus on the big picture can sometimes lead to challenges in execution, consistency, and managing the day-to-day operations of the business.

On the other hand, the Integrator is the person who translates the Visionary's ideas into reality. They manage the day-to-day operations, ensure the team stays on track, and align the organization with its goals. Integrators are detail-oriented, disciplined, and skilled at problem-solving. They excel in execution, making sure that processes are followed, issues are addressed, and the business moves forward in a structured and efficient manner. They are responsible for "integrating" the major functions of the business and holding the leadership team accountable.

The ideal scenario is when the Visionary and Integrator work together to create a powerful combination that balances big-picture strategic thinking with disciplined execution. They communicate openly and they have the discipline to not disparage each other within the company. Instead they operate from a place of mutual respect. The Visionary respects the Integrator's need for structure and discipline, while the Integrator values the Visionary's creativity and strategic thinking. When these two roles are truly aligned, the results of the business dramatically improve AND the culture benefits from a strong sense of clarity and purpose.

The Typical Starting Point Where the Owner May Be in Both Seats

In many small to medium-sized businesses, the owner often starts by occupying both the Visionary and Integrator roles. This is a common scenario, especially in the early stages of a business when resources are limited, and the owner must wear multiple hats.

In this situation, the owner is responsible for setting the strategic direction of the company while also managing the day-to-day operations. While this dual role can work in the short term, it often becomes unsustainable as the business grows. The demands of both roles can lead to burnout, decreased efficiency, and a lack of focus on long-term goals. Helpful resources here include reading books Traction, Rocket Fuel and the E-Myth.

As the company grows, the owner must take a hard look at whether they are the right person to remain in the Integrator seat and drive accountability. Often letting go is freeing, allowing the Visionary to elevate to focusing on their unique abilities and activities that are highest leverage to organizations growth.

Understanding Visionary / Integrator Scenarios

When a business is ready or in need of moving past the typical starting point above, there are several potential scenarios for the Visionary and Integrator dynamic - the objective here is to illustrate potential scenarios to determine which is right for you as well and understand it can and will evolve over time. Here are 6 common scenarios for the Visionary / Integrator dynamic.

1. Owner remains Visionary + Integrator. This is common when the business is too small to afford a new hire for the Integrator seat or when there is not a suitable candidate on the leadership team to step into this seat. This is not a bad thing, however studies have found that only 8% of leaders are good at both strategy and execution. The objective in this scenario would be for the owner to focus on building a leadership team that truly own the major functions of the business to prevent the owner from being a leadership team of one.

2. Visionary and Integrator are Business Partners. In some cases, especially in a family business, partnerships or ownership group - the Visionary and Integrator seats may both be owners in the company. Leadership titles may or may not be in place already, but the concept of Visionary / Integrator provides clarity to the leadership overlap, vision conflict or lack of alignment. Here is a great opportunity to both leaders to do some soul searching to determine which seat is right for them and to have open and honest conversations around the right structure moving forward.

   • NOTE > This also may be an road-map opportunity for a Visionary entrepreneur to bring an Integrator into ownership as part of their desire to step further away from day-to-day operations.

3. Owner remains Visionary + Fills Integrator seat. This allows the owner to focus on growth, while the Integrator handles execution. This is either a new hire, or best case, selecting a leader within the business that is ready for the challenge of being responsible for the business operations and a leader of leaders.

   • NOTE > This requires a Visionary to truly let go and support their Integrator's success. This includes reporting to the Integrator themselves and allowing the Integrator to hold them accountable on rocks and measurables.

   • NOTE > In smaller businesses this often enables a Visionary to sit in one of the other major function seats on the leadership team. Such as the Sales seat.

4. Owner remains Visionary + Hires Fractional Integrator. While this is often an interim solution, it may provide momentum and operational best practice. As both fractional services and EOS grow in popularity, their are now entire firms dedicated to providing this specific service due to the challenge many Visionaries face adding an Integrator. Please see a great resource regarding this scenario here.

5. Visionary is Part Time or 1-day a week. While the Visionary / Integrator dynamic has tremendous benefit when working shoulder to shoulder. This scenario is common for a serial entrepreneur who is involved in several businesses, or for the Visionary who has implemented EOS in order to spend time on other passions. There is no hard and fast rule here, but typically the Visionary is still involved in the business at least 1 day a week in order to stay aligned with the leadership team and own the roles of their seat.

6. No Visionary Seat, Integrator reports to Ownership/Board. This is less common, but can be the right structure in organizations where there are multiple owners or a board governance structure. The vision is set by the ownership or board level and the Integrator reports to this level and is hell bent on executing the vision.

Investing in and Protecting the Visionary Integrator Relationship

The relationship between the Visionary and Integrator is one of the most critical dynamics in an EOS company. It requires effort to structure and protect this relationship. Both parties must have a deep respect for each other's roles and responsibilities and a commitment to open and honest communication.

To protect this dynamic, it is essential to establish clear roles and responsibilities from the outset. Regular meetings, such as the same page meeting, can help ensure alignment between the Visionary and Integrator and address any issues before they escalate.

Another key aspect of protecting this dynamic is recognizing and addressing any tension that may arise. Differences in perspective are natural and can be beneficial, but they must be managed constructively. The Visionary and Integrator should be willing to compromise and find solutions that benefit the organization as a whole. Under no circumstances should their be end runs.

In conclusion, the synergy between the Visionary and Integrator roles is essential to the success of an EOS company. When these roles are clearly defined, filled appropriately, and protected through continuous effort, they create a powerful engine for growth, innovation, and execution. By understanding and nurturing this dynamic, business leaders can position their companies for long-term success and stability.