As the Visionary, I feel our Integrator is being way too soft on our underperforming leaders, while the Integrator thinks I am being too impatient and destructive. This friction is starting to divide our leadership team. How do we get on the same page regarding team performance?

Question

Tyler Smith · Accepted Answer

The relationship between the Visionary and the Integrator is the most critical partnership in your business. When you two are divided on people issues, the rest of the leadership team will immediately sense the friction and start playing you against each other. This division will completely halt your operational momentum. You must resolve this misalignment privately.

First, you must establish a strict rule: never disagree on people issues in front of the leadership team. Any debate about a leader's performance must happen behind closed doors. To facilitate this, you should schedule a weekly same-page meeting. This is a dedicated, uninterrupted time for the Visionary and Integrator to align on key strategic and people decisions.

During this meeting, use the People Analyzer™ to objectively evaluate the leader in question. Score them against your core values and their GWC™. By using an objective tool, you strip the emotion out of the debate. If the data shows the leader is missing the bar, the Integrator must acknowledge the need for action. If the data shows they are meeting the bar but need more time, the Visionary must practice patience.

Once you reach an agreement in your same-page meeting, you must present a united front to the team. The Integrator is responsible for managing the day-to-day operations and executing the performance plan. Let your Integrator do their job without back-channel interference. A unified front at the top creates stability for the entire organization.