Our Visionary is incredibly creative and drives our business forward, but they are highly disorganized and refuse to report their weekly scorecard metrics on time. How should an Integrator manage a Visionary who resists being held accountable to the weekly data?

Question

Tyler Smith · Accepted Answer

The Visionary-Integrator relationship is the engine of your business, but it breaks down when the Visionary behaves as if they are above the company rules. If your Visionary refuses to report their weekly scorecard metrics on time, they are undermining the entire Accountability Chart and sending a message to the rest of the company that accountability is optional.

As the Integrator, you must address this head-on. First, clarify the Visionary's seat on the Accountability Chart. Every seat must have measurable activities. If they own big relationships, their metric might be two strategic partner dinners per week. If they own research and development, it might be one new product concept pitched.

Second, do not let them off the hook during the Level 10 Meeting™. If their number is missing, leave the cell blank or mark it red. Do not fill it in for them. Let the discomfort of a blank cell do the work.

During your same-page meeting, explain that their resistance to tracking data is hurting the team's trust in the system. They must lead by example. If they truly lack the detail-oriented capacity to log their numbers, pair them with an assistant who can gather the data, but the Visionary remains solely accountable for the result.