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Kindle Notes & Highlights
by
Gino Wickman
Read between
October 14 - October 16, 2018
Just as bad, many Visionaries don’t have an Integrator at all, and many Integrators remain undiscovered by the right Visionary.
Buckminster Fuller said, “If you want to teach people a new way of thinking, don’t bother trying to teach them. Instead, give them a tool, the use of which will lead to new ways of thinking.”
It will feel restricting at first, and also rigid, but you will come to realize that it is not. All freedom comes from laying down boundaries. With an underpinning of structure, you will actually free up creativity and exceptional results. We have taught this tool to thousands of Visionaries and Integrators, and there is no denying its effectiveness.
What is the right (simplest and best) structure to move your organization to the next level?
Focus on what you need, not what you have. Start as if building from scratch.
To take structure a step further, we’ll state that these three functions cannot operate independently of each other. That’s where the Integrator comes into the picture.
As long as you stay focused on the essential first question of deciding what the right structure is for moving your organization forward, the right number will come. A note of caution: please remember that less is more.
As leaders, you have an obligation to simplify your organization wherever you can.
It is important to stress that the Integrator reports to the Visionary.
As a Visionary, I . . . • see things that aren’t there or haven’t been seen before. • visualize all possible scenarios and identify the probable outcome. • think sideways, live in the “what if” space. • super-simplify complicated things to core elements, and toss the rest. • drive strategic business development. • open doors and influence key sales opportunities. • come up with new products and enhancements. • see the future possibilities. • see the big picture and how all the pieces fit together. • am the spark and energy for the culture. • champion our Core Values and Core Focus. • keep an
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the Accountability Chart will clarify function, roles, reporting structure, and who’s accountable—but it will not define communication structure.
communication should flow freely across all lines and departments where necessary, creating an open and honest culture.
The Accountability Chart should in no way create silos or divisions.
Beyond that range, the Accountability Chart can begin to become much more complex.
We believe that you actually have a “Visionary” and an “Integrator” role. We encourage you to internally abolish those other traditional titles.
matter). They can talk all they want. It’s just important for the Visionary to not manage the other functional leaders.
Remember, anyone can talk to anyone about
anything. 2. Sitting in Multiple Seats.
First, the role should be consistent with their Unique Ability®—something
Second, they will report to the Integrator in that specific function.
They truly possessed most of the traits on both lists of V/I characteristics.
It is vital that you do not end the Same Page Meeting until you are 100% on the same page with each other.
An end run happens when an employee goes around a manager to complain or get a better/different answer to his problem.
“Are you going to tell ’em, or am I going to tell ’em?
Because one of us needs to tell ’em.” We promise you that this works.
This question will wipe out end runs organization-wid...
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Note that your only entitlement as an Owner is to receive your share of the profits distributed and to be the ultimate decision maker. Ownership does not carry with it any right to employment.
If you are not the right person for the seat, you should be removed from that seat—for the greater good of the organization.
Simply put, you should never make a negative comment about your V/I counterpart to anyone in the organization—ever.
5.5% of the world is truly cut out to be an Integrator.
That leaves us with a daunting 4:1 ratio of Visionaries to Integrators.
In addition to the Culture Index program, we’ve also known clients to use DiSC, Kolbe, Myers-Briggs (MBTI), and TTI.
Implementer, prescribes that her Visionary clients spend a scheduled two hours of quiet thinking time to create a “wish list” of what an Integrator would do for them.
Follow the V/I Relationship Cycle: Plan, Execute, Same Page, Align, and Repeat
One of our clients had their new Integrator spend their entire first 90 days just observing every aspect of the company. In weekly meetings, the new Integrator would sit quietly—for 13 straight weeks. On the 90th day, the Visionary turned the reins over to the Integrator. He found this modus operandi to be very effective.
The “listen first” approach is powerful for multiple reasons.
We believe the Integrator should focus on asking more questions during the first 90 days versus jumping in with both feet.
You’re both getting to know each other, firmly instituting the Accountability Chart and 5 Rules.
“It was hard to wait a year. I didn’t want to.” He
He also recommended “talking every day” and “letting the relationship evolve.”
Being a great Integrator depends more on the ability to manage human energy than being an industry expert.
“Don’t mistake activity for productivity. Creativity is productivity—it just doesn’t feel like it at first.”
