Who do you have at the top?
I have a client that is currently limited in how much they can grow because they do not have the correct talent/skill-set mix at the top of their organization. The structure at the top of an organization may be the most important factor in determining if a business will be successful. It is imperative that we have the correct people in the correct seats.
EOS (the Entrepreneurial Operating System) and sound governance models state that you should have a Visionary and an Integrator at the top. The Visionary (CEO) can see where the organization needs to go and is adept at challenging the team to move in that direction, building relationships with Prospects and Clients to make this happen. The Integrator (COO) implements the operational plan in support of the organization’s vision. They collaborate with the Visionary, leading the team to efficiently, and effectively implement the agreed-upon vision.
Healthy disagreements should happen between these two roles. Their individual mandates tend to make this unavoidable. A strong mutual respect is vital to this structure working well. I like EOS’s recommendation that, if there is a disagreement between the two that cannot be resolved, the Integrator’s position, in general, is taken.
In the extreme, an organization will be starting new initiatives constantly without finishing them if the Visionary’s plans are always adopted. With the Integrator in dominance, new initiatives will not occur when they should, because there is never enough detail to justify committing resources to them. Healthy organizations value both positions.
If you are a small, growing enterprise, you may only have one of these positions in your organization, which is fine. Visionaries are quite often the entrepreneurs that start companies. As the startup grows, a strong Integrator should be added to balance the startup’s Visionary.
Here are some questions to ponder:
- Do you have a Visionary and Integrator at the top of your organization?
- Do they exhibit mutual respect that will allow them to navigate the inevitable conflicts that will arise between them? The reality is that, without each other, they will be significantly diminished in their accomplishments.
- For small, growing organizations, have you identified the piece you are missing from your leadership group and have you identified a person, internally or externally, that could fill this role? Have you determined the cost of this position and the incremental income you will need to make this hire affordable?
- Are your organization’s leaders modeling good teamwork? Healthy disagreement is vital to an organization’s success. This needs to be modeled at the top.
