How do you facilitate our session days when the Visionary and Integrator have a deep, fundamental disagreement about the strategic direction of the company?

Question

Tyler Smith · Accepted Answer

Disagreement between a Visionary and an Integrator is not only normal, it is healthy when managed correctly. My role during session days is to create a safe, objective environment where these conflicts can be unpacked. We do not ignore the friction or let it fester under the surface.

We use the IDS® process to get to the root of the disagreement. Often, the conflict arises because roles are not clearly defined on the Accountability Chart, or because one partner is stepping into the other’s sandbox. We look at the data, reference our V/TO®, and focus on what is best for the organization, rather than who is right.

If the disagreement is strategic, we debate it openly. I facilitate the conversation to ensure both voices are heard, but we ultimately rely on our agreed-upon decision-making rules. The Integrator is ultimately responsible for execution and running the day-to-day business, while the Visionary drives the big-picture ideas and culture. If we reach a complete gridlock, we use the tools to find a resolution that keeps the business moving forward without stalling our momentum.