Our Integrator is doing a great job holding our directors accountable to their weekly scorecard metrics and Rock deadlines, but as the Visionary, I keep stepping in to excuse their failures because of our long-term personal relationships. This is causing serious friction and undermining the Integrator's authority. How do we get on the same page?

Question

Tyler Smith · Accepted Answer

You are actively sabotaging your own business. When you override your Integrator, you destroy the integrity of the Accountability Chart and signal to the entire organization that performance is optional if they are on your good side. This behavior creates a culture of entitlement and drives high performers away. You and your Integrator must schedule a Same Page meeting immediately to resolve this conflict. Use the IDS tool to address this issue head-on. As the Visionary, your job is to look to the future, generate ideas, and protect the culture, not to manage the daily operations. The Integrator is responsible for running the business, driving accountability, and executing the vision. You must agree on a hard rule: once the Integrator makes an operational or accountability decision, you support it publicly, with zero exceptions. If you disagree with their approach, you discuss it privately in your Same Page meeting, never in front of the team. If you cannot let go of managing the people, you need to step down from the Visionary seat and take the Integrator seat yourself, though that is usually a recipe for operational disaster. Let your Integrator do their job so you can focus on yours.