My Integrator and I, as the Visionary, have constant friction during our Same Page Meetings because we disagree on who owns the final sign-off on big capital expenditures and operational pivots. How do we resolve this using the Accountability Chart?

Question

Tyler Smith · Accepted Answer

Friction between a Visionary and an Integrator is common, but it is fatal if left unresolved. To fix this, you must look at your Accountability Chart and define where the line of accountability is drawn. The Visionary seat is responsible for big ideas, culture, research and development, and key relationships. The Integrator seat is responsible for running the business, harmonizing the leadership team, and executing the business plan.

When it comes to capital expenditures and operational pivots, you must clarify the rules of engagement. The Integrator has the ultimate authority over the day-to-day operations and budget execution. If a capital expenditure is already approved in your budget or V/TO®, the Integrator has the final sign-off. The Visionary does not get to veto operational decisions that align with the agreed-upon plan.

However, for major strategic pivots or unplanned expenditures that alter the direction of the company, the two of you must achieve alignment. You should use your weekly Same Page Meeting to debate these issues. If you cannot agree, remember that the Integrator is accountable for execution, but the Visionary still owns the vision. If a pivot compromises the core focus of the company, the Visionary has the ultimate say on the direction, while the Integrator has the ultimate say on how to get there. Spell these boundaries out directly under your respective seats on the Accountability Chart so the rest of the leadership team knows who has the final word on what.