Our Visionary has become incredibly quiet during our Level 10 Meetings™, checking out during the Scorecard and Rock reviews and only chiming in to express frustration during IDS®. How do we bring our Visionary back into alignment during the meeting without letting them hijack the Integrator's leadership?

Question

Tyler Smith · Accepted Answer

This is a classic symptom of a Visionary who has checked out of the traction side of the business because they feel bogged down by administrative details. The Visionary seat is designed for big ideas, culture, and relationships, not weekly scorecard metrics. To solve this, the Integrator must first clarify the Visionary's GWC™ on the Accountability Chart™.

If the Visionary does not want to sit through the detailed Scorecard and Rock reviews, they must still respect the discipline of the weekly pulse. The Integrator can help by keeping the review sections incredibly brief and high tempo. When you transition to the IDS® portion, the Integrator must intentionally draw the Visionary's insights out early on strategic issues. Ask for their high-level perspective, then immediately transition to the rest of the team to build the operational solution.

If the Visionary's frustration during IDS® is constructive, capture it as an issue to solve. If it is destructive, the Integrator and Visionary must get on the Same Page during their weekly Same Page Meeting™ outside of the Level 10 Meeting™. Use that time to align on the company's Core Focus and the Charter. The Visionary must trust the Integrator to run the day-to-day operations and respect the Level 10 Meeting™ structure, while the Integrator must ensure the meeting remains highly productive and does not devolve into a bureaucratic reporting session that drains the Visionary's energy.