All organizations using the Entrepreneurial Operating System (EOS®) already know the importance of accountability. After all, you use the accountability chart to clarify each team member’s responsibilities. But not all roles are as easily mapped out. EOS® Visionary accountability in particular presents a challenge for teams due to the nature of a Visionary’s role.

The accountability chart, introduced early in EOS® implementation, has a dual purpose. It clearly defines the responsibilities of each role, focusing on their contribution to the company’s vision. Additionally, it scrutinizes every task within the company, discarding those not advancing the vision, thus streamlining operations and saving time. Finally, the accountability chart clarifies the order of command, using visuals to show who is holding each other individual accountable.

This clarity is straightforward for roles like the COO, but it's more complex for the Visionary. Their responsibility as the face of the organization requires a nuanced approach. This article explores the specifics of establishing Visionary accountability within the EOS® framework. We start by clarifying their unique role on the accountability chart and identifying who is responsible for holding them accountable.

Visionary Accountability: What It Is and Why It Matters

Visionary accountability is the responsibility of the Visionary to maintain focus on the organization's broader strategic direction and culture. A Visionary’s role is to steer the company’s long-term vision, nurture significant relationships, and shape the organizational culture.

The Visionary's approach to leadership, typically driven by emotion and big-picture thinking, plays a crucial role in setting the tone and direction for the team. When not in flow, Visionaries often struggle with details and consistent follow-through. This can lead to potential chaos and a breakdown of systems within your organization. On the other hand, when Visionaries are held accountable for their responsibilities, they will often inspire their team with their work ethic and creativity. Effective Visionary accountability ensures that their creative and strategic inputs are harnessed positively, enhancing team dynamics and overall business success.

Key Areas of Accountability for Visionaries

So what is the Visionary accountable for? While the specifics will differ among organizations, the general role of a Visionary is consistent. At the core of the Visionary role, they are responsible for creating a clear and compelling vision. Use this list to ideate potential roles on your Visionary’s accountability chart.

Align Business Strategy with Vision: This involves a continuous process of aligning business plans, projects, and initiatives with the broader goals of the organization.
Driving Innovation and Staying Ahead of Market Trends: This involves generating a goal number of new ideas, developing creative solutions to problems, and supporting the research and development of new concepts or products.
Fostering a Strong Company Culture and Core Values: The Visionary’s role in exemplifying and reinforcing your company’s core values is critical in shaping the work environment and the ethos of the organization.
Building and Maintaining Important External Relationships: Nurturing relationships with investors, key clients, and strategic partners is vital for business growth, networking, and securing necessary support and resources.

What Visionaries Should Not Be Accountable For

In understanding the role of a Visionary within the EOS® framework, it's just as important to recognize what they are not accountable for. A critical aspect of this is the concept of "Rocks" – the key priorities for every quarter. In the EOS® model, Visionaries do not have Rocks. Here's why:

The Visionary's role is inherently broad and strategic, focusing on the bigger picture rather than specific, measurable objectives that define Rocks. When Visionaries are burdened with Rocks, it can lead to frustration. Their strengths lie in overarching vision and creativity, not in the detailed execution of specific tasks. This freedom allows them to add value to the organization by enhancing and enriching the Rocks of other team members.

The only exception to this is if the Visionary also occupies another role within the organization, like head of sales or finance, they might have Rocks pertinent to that position. However, for their Visionary capacity, Rocks are not applicable. The goal is for them to eventually fully invest in their Visionary role, free from the confines of other responsibilities.

Who Holds the Visionary Accountable?

The Visionary and Integrator are the yin and yang of an organization that keeps the responsibilities and leadership skills balanced. Naturally, it falls to the Integrator to hold the Visionary accountable. This role is not about micromanaging but rather about maintaining a balance where the Visionary can thrive within agreed-upon boundaries. These boundaries are crucial in keeping the Visionary focused on their goals and responsibilities. While Visionaries are more freeform thinkers, they need some amount of structure to create progress for the organization. These boundaries ensure that their expansive thinking and strategizing are aligned with the organization's needs.

Using The Same-Page Meeting to Support Visionary Accountability

Given that Visionaries may not naturally gravitate towards accountability, the responsibility of enforcing it often falls on the Integrator. This requires establishing a clear understanding of how much accountability the Visionary is willing to accept. The relationship should be built on mutual respect, with both parties supporting each other and presenting a united front to the rest of the leadership team. The best way to support this relationship and establish boundaries around Visionary accountability is through holding same-page meetings.

The Structure of Same-Page Meetings

Same-Page Meetings, originally designed to support the Visionary-Integrator (V/I) relationship, are typically held monthly and can last between two to four hours. These meetings serve as a platform for the Visionary and Integrator to connect, share their state of mind, and address any issues that may have arisen. While the structure of the meeting starts with a personal check-in, most of the meeting is devoted to building and addressing an issues list.

This list includes everything that has come up in the past month, providing a comprehensive overview of challenges and concerns. The duo then uses the Identify, Discuss, and Solve (IDS) method for the remainder of the meeting.

Establishing Boundaries with the Visionary

During the same-page meetings, Integrators can discuss with the Visionaries how they would like to be kept accountable. This includes understanding how much freedom they would like, and taking a critical eye on how much freedom benefits the organization, and when it becomes chaotic. Along the same lines, the leadership pair should decide in advance how the Integrator can say "no" to the Visionary. These ground rules can reduce friction and ensure that both parties are heard and understood throughout potential (and inevitable) conflict.

Challenges in Visionary Accountability

Conflict and disagreements are not only expected but are often a healthy part of the Visionary/Integrator relationship. These moments, when effectively resolved, can lead to new opportunities and growth for the organization. It all comes down to how the conflict is managed. Regardless, the overarching theme of the relationship should be mutual respect and a cohesive work ethic.

However, there are times when holding the Visionary accountable can seem like an uphill battle. The nature of the Visionary role can sometimes lead to resistance against the structured accountability that the Integrator tries to enforce. If the Visionary is not receptive to feedback, this can be particularly challenging.

In situations where the Visionary consistently resists accountability, the Integrator is not without options, although these options may be uncomfortable. The first is for the owner’s box or the organization’s board may need to intervene. They can act as an omniscient party to evaluate the situation and have the Integrator’s back. If your organization doesn’t have a board or owner’s box, the Integrator can always choose to leave the company.

Empowering Visionary Accountability with GCE

Establishing EOS® Visionary accountability involves creating boundaries for them to operate within. While the Visionary's role is inherently broad and strategic, focusing on the bigger picture, it's essential to have mechanisms in place to ensure they remain aligned with the organization's goals. Using same-page meetings can be a great place to start when discussing Visionary accountability.

Whether you are a Visionary needing some structured direction or an Integrator grappling with putting the reins on your Visionary, GCE is here to support you. With our EOS® expertise, we offer consulting and fractional executive services to complement your organizational needs. We understand the nuances of Visionary and Integrator roles and are skilled at fostering a productive partnership between them. We’d love to start with a complimentary consultation to discuss your specific EOS® needs. Ready to get started? Fill out our contact form and we’ll get a meeting on the books!

Holding the Visionary Accountable: The Roles and Responsibilities of EOS® Leaders