There are two distinct functions within growing organizations that must be managed well: “Visionary” and “Integrator.” Simply put, the Visionary owns the future of the company while the Integrator owns the present.
But too often, the same person is charged with the responsibility of both functions. This can be problematic.
At early stages the company founder wears a lot of hats. But as the business evolves, the needs of the organization become more complex and the founder must readily embrace his or her unique abilities and delegate everything else possible.
Easier said than done.
One of my clients is experiencing this evolution and is using EOS to help him springboard his company. Henry runs an exceptionally successful real estate training and investment business and has done so by wearing multiple hats in the organization, including Visionary and Integrator.
As we started the EOS journey, Henry was obviously the Visionary of the business. We identified another member of the leadership team to embrace the Integrator responsibility. It’s Henry’s job to delegate as much as possible so he can be a strong Visionary. Too many things still funnel through him and some end up creating a bottleneck. Letting go of the vine is a process, so we’re getting there!
If you understand the distinction between Visionary and Integrator and the importance of delegating, then you will have made big strides in unleashing the full potential of your business.
For more details about the Visionary-Integrator relationship, you should read Rocket Fuel, by Gino Wickman and Mark Winters.
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