One of the superpowers of the Entrepreneurial Operating System® (EOS) is making the distinction between the roles of the “Integrator” and the “Visionary.”
Who is the Integrator?
The Integrator is the person who runs the business. They ensure that all executives work together as harmoniously as possible, keep leaders on task, and are responsible for executing the business plan and reaching financial goals. The Integrator often takes on special projects that are critical for the company’s progress but don’t fit neatly into anyone else’s responsibilities.
At their best, the Integrator is a highly organized individual who thrives on building processes, has a strong sense of urgency, and makes decisions logically. This allows the Integrator to make consistent daily decisions and be disciplined in execution. It also helps if the Integrator doesn’t have controlling ownership in the business, as this reduces the temptation to get sidetracked by pet projects that go nowhere.
The Function Ownership Chart™ is a valuable tool here. By clearly defining who owns each business function—whether it’s marketing, operations, or finance—it prevents overlap, confusion, and gaps. This clarity ensures the Integrator can focus on execution while holding function owners accountable for their respective areas.
Who is the Visionary?
In contrast, the Visionary is typically the founder or controlling owner—someone with the power to take things off course and, in many companies, ends up doing just that.
The Visionary operates mainly on emotion, getting excited by ideas and relationships. These attributes help the Visionary create the business in the first place, craft a compelling vision to attract top talent, and build strong relationships with partners, clients, and employees. When at their best, Visionaries are creative, driven leaders who inspire others to follow their vision.
The Challenges of Visionaries
Unfortunately, Visionaries come with challenges. Living in a world of ideas and relationships often means they get stuck “in the clouds.” They tend to say “yes!” too often, which makes it hard to stay disciplined and focused. Visionaries are always on the lookout for the Next Big Thing, which distracts from executing the core business.
They are like kids in a candy store, enjoying the thrill of having the company as a lab, where they can experiment with any ideas they dream up (or bring back from their Vistage group) that week.
Unfortunately, labs are cost centers, and they don’t generate revenue on their own. Profit comes from the products developed in the lab, marketed, sold, and delivered consistently to paying customers. If the captain stays in the engine room, the ship will eventually run around.
Using the Function Ownership Chart can also help the Visionary see where their involvement adds value versus where it might create chaos. By visualizing the roles and responsibilities, Visionaries can identify where to delegate effectively, leaving room to focus on their strengths.
Since they thrive on relationships, Visionaries also hate saying “no” to things and people. This includes chasing new projects (Shiny Object Syndrome) that the business has limited capacity to absorb, and getting others excited about ideas and initiatives—most of which have little chance of being executed. Visionaries thrive on the positive energy of these discussions and will try to keep people engaged with their ideas, whether useful or not. This behavior suppresses prioritization (“everything is important”), stretches resources, and lowers profit margins.
To sum it up: Visionaries are like medicine—great in small doses, but kill in concentration. They need an Integrator to keep them focused and on track with the business plan. The Integrator allows the Visionary to stay in the creative lab, building relationships and coming up with ideas, while the business focuses on executing its priorities.
The Visionary/Integrator Dynamic
Unfortunately, most Visionaries resist being “kicked upstairs” by their company, fearing they’ll become less needed (or less loved) as a result. After all, they went into business to be in control and feel successful. They often find it difficult to visualize how they could be just as, or even more, relevant in their new role as Visionaries.
Enlightened Visionaries, however, embrace the division of labor with their Integrator. This allows them to avoid the “boring minutiae” of day-to-day operations and focus more on strategy, at the small price of not making every decision. Most actually enjoy having less on their shoulders, as it empowers them to build stronger relationships and achieve greater financial success.
By using tools like the Function Ownership Chart, these leaders can create a clear structure that aligns everyone with the company’s goals, reducing chaos and enhancing accountability.
Do you think your company could benefit from a Visionary/Integrator partnership? Share your thoughts in the comments!
