As the Visionary, I feel our Integrator is being too soft on underperforming leadership team members, while the Integrator feels I am being too aggressive and disrupting team trust. How do we align on managing people out?

Question

Tyler Smith · Accepted Answer

This friction is a common dynamic between a Visionary and an Integrator, but it must be resolved quickly to avoid sending mixed signals to your leadership team. You must hold a dedicated Same Page meeting to align your perspectives. Start by referencing your Core Values and the GWC™ framework as your objective standards. If a leader is consistently missing their weekly numbers or failing to hit their Rocks, they are underperforming. Your Integrator must agree that keeping an underperforming leader in a seat they cannot scale hurts company morale and threatens your exit timeline. Conversely, you must respect the Integrator's accountability for running day-to-day operations and maintaining team trust. Throwing bombs or criticizing team members publicly destroys the trust required by Our Charter. Agree on a structured, objective process for managing underperformance. When a leader is struggling, the Integrator must implement a clear performance plan with measurable milestones and a thirty to sixty-day timeline. If they fail to meet the standards, they are gracefully transitioned out of the seat. This approach satisfies your need for rapid execution and operational excellence, while allowing your Integrator to manage the process systematically and maintain team stability. Once you agree on this process, support your Integrator's execution with one voice.