EOS® for Integrators: The 6 Key Areas You Need to Master

EOS® for Integrators: The 6 Key Areas You Need to Master

The one position that I see the most incredible growth in is the Integrator. It is also the one role that I am sometimes too easy on as an implementer, which I have been working on correcting for the last year.

The two themes you will hear a lot from me are 80% Rock completion and same page meetings. Here are 6 key areas all current or future Integrators need to make sure their team masters (if mastery is not happening, I urge you to look in the mirror first…):

  1. Regular same page meetings with the visionary: You define ‘regular’, but the feedback I get is at least every 2 weeks and weekly in critical times
  2. L10 meetings that are routinely a 9 or 10
  3. 5-5-5 Feedback sessions with the leadership team
  4. LMA checklists: Yes on all items for each leader, especially you!
  5. Your VTO being shared EVERY quarter with everyone
  6. Core documents always updated and accurate, plus constant pressure to be great (VTO, Accountability Chart, Rock sheet/plans, L10 Agenda, and Scorecard)

Your role is important. But remember – the 6 things above don’t have to be done by you alone. Sometimes the Integrator is not great at meetings, so you get someone else to run them. The Scorecard is often owned by the most detailed-oriented (high fact-finder) member on the team, and sharing the VTO is often done by the passionate Visionary.

As you end this year and look to improve in your role next year, look in the mirror and ask yourself if these are being done. If not, commit to making sure it happens.

Learning from Others:
I had a team go from sporadic Rock performance to straight 100%.
The difference?
A new Integrator that created a stronger sense of accountability within the team. The feedback from the team – thank you!

A mentor of mine has taught me that leaders create conditions where accountability can happen. Since learning that I have caught myself saying hold people accountable, and I realize that one you do with people, and one you do to people, so they are very different! We create the conditions with our actions, repeated often.

In the situation I referenced above, the conditions of accountability also came with supportive statements like “How can I help?” Seeing these outcomes, and looking in the mirror myself, has resulted in a personal change of becoming stronger in creating conditions where you feel challenged to be your best. Also, it will always be followed by the next important words: “How can I help?”

Extra Support:

I’m offering regular support on your journey toward people-centered leadership, with weekly reminders and a free coaching session. Bookmark this page to enroll on an experience when needed.