Visionaries and Integrators: What is an Integrator?
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:
- Visionaries and Integrators – Part 1: Why Both are Essential
- Visionaries and Integrators – Part 2: What is a Visionary?
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.
United in Helping Entrepreneurs – Dan Sullivan’s Strategic Coach and EOS®
Recently, Gino Wickman and I were honored to be guests of Dan Sullivan on his very popular podcast, Inside Strategic Coach. For those of you who don’t know Dan yet, he’s helped thousands of entrepreneurs improve their businesses and their lives through his Strategic Coach program. Gino has been enrolled in Strategic Coach for nearly twenty years, and credits Dan and his program with helping clarify his vision, and conceive of and then work to build EOS Worldwide with our friend and partner, Don Tinney.
Visionaries and Integrators: Why Both Are Essential
In an entrepreneurial company, the roles of Visionary and Integrator are an essential part of the organization, no matter how big or how small. The Visionary and the Integrator couldn’t be more different in terms of how they think and problem-solve
Solving a People Issue is Scary – But It’s Worth It!
The leaders of companies running on EOS® learn to look at their business through the lens of the Six Key Components™ (as illustrated by the EOS Model™). This is important because the root cause of a company’s issues is weakness in the Vision, People, Data, Issues, Process or Traction Component™. Solving issues at the root (rather than treating symptoms) makes them go away forever.
Are Your Actions Undermining Your Words?
Carl Jung famously said, “You are what you do, not what you say you’ll do.”
As clear and simple as that statement is, I’ve seen hundreds of otherwise successful leaders behave as though it doesn’t apply. If you want to quickly kill your company’s culture, consider making that mistake yourself.
Two Words That Will Kill Your Company
If you want to guarantee that you and your leadership team will never achieve your vision, get comfortable using the following phrase over and over:
“Kind of.”
Trust me, nothing will kill your company (and maybe you) faster.
5 Tips to Engage Employees in Meetings
When a leadership team embarks on the journey to implement EOS® in their business, one of the first things they learn to do is run weekly Level 10 Meetings™. While some teams resist, most come to love them quite quickly. It’s not unusual for a team to see the quality and value of their meetings improve dramatically in a few short weeks.
After the leadership team masters this discipline, Level 10 Meetings are introduced throughout the company, one level at a time. That’s when I start getting one of the most common EOS questions:
“How can I make my people more engaged in our meetings?”
Giving Feedback: Speak Truth in Few Words
I recently spent the day with two groups of mid-managers, helping them become more comfortable with EOS®, improve their leadership and management skills, and create more accountability. Late in the day, while teaching five important disciplines used by great managers, we had some terrific dialog about providing feedback to employees. The group easily understood the importance of giving both positive and constructive feedback to employees, and about the need to do so quickly (within 24 hours). What they were struggling with was the “how.” In other words, how, exactly, do you give someone negative feedback that is CONstructive rather than DEstructive?
The 4-Step Mechanism Your Business Needs to Scale
When one of my clients is working to strengthen the Process Component in their business, the ultimate goal is getting a handful of Core Processes documented, simplified and “FBA” – which stands for “followed by all.” Often, when recording a Rock or Goal on the whiteboard that includes “FBA,” I turn around to find one or more leaders looking at me skeptically.
“What’s FBA?” they’ll say, or “How is that a SMART Rock?”
Fair questions.
The Power of a Positive Word
A few weeks ago, during a two-day annual planning session, I witnessed a truly poignant moment. The leadership team was participating in the “One Thing” exercise, designed to improve trust and team health. It requires each leader to provide every other team-member with two pieces of feedback – one positive and one constructive.