Người Có Tầm Nhìn, Kẻ Biết Hành Động

by Gino Wickman, Mark C. Winters, Hoàng Minh Nguyệt (Translator)

Người có tầm nhìn có những ý tưởng đột phá. Người hợp nhất biến những ý tưởng đó trở thành hiện thực. Sự kết hợp tinh túy này đã phát huy hiệu quả với Disney, với McDonald và với Ford. Nên, sự kết hoàn hảo này cũng dành cho bạn.

Tác giả đã chi tiết vai trò không thể thiếu của Người có tầm nhìn và Người hợp nhất để làm rõ mối quan hệ tương hỗ nhau như Âm và Dương để đưa tổ chức của bạn phát triển mạnh mẽ như thế nào.

Khi Người có tầm nhìn và Người hợp nhất đến với nhau để cùng chia sẻ tài năng thiên bẩm và những kỹ năng bẩm sinh tuyệt vời của họ, có thể ví sự kết hợp này như “nhiên liệu tên lửa” với sức mạnh cao nhất, mạnh mẽ nhất để đưa hầu hết mọi doanh nghiệp hay tổ chức vươn tới những thành công vang dội.

Genres: Business, Nonfiction, Leadership, Buisness, Entrepreneurship, Personal Development, Self Help

256 pages, Paperback

First published September 15, 2015

About the author

An entrepreneur since the age of 21, Gino has always had an obsession for learning what makes businesses and entrepreneurs thrive.

At 25, Gino took over the family business, which was deeply in debt and in need of help. After turning the company around and running it for seven years, he and his partners successfully sold the company.

Gino then set out to help entrepreneurs and leaders get what they want from their businesses.

Reviews

[C · Rating 2 out of 5]

Written for Visionaries, to help them see their need for an Integrator, and to help them find the Integrator that will be right for them. It assumes that if you're a founder, you're a Visionary. I'm an Integrator (87% score) business founder and owner without a Visionary, and there wasn't anything about how to find a Visionary to bring into my business. If you're a Visionary, you'll find it much more useful than I did.

The introduction says,

As a Visionary, this is the right book for you if you are an owner, founder, co-founder, or partner in a small business.

Then it says,

As an Integrator, this is the right book for you if you have all of the characteristics of a strong second-in-command …[or] you are sitting in the #2 seat in an organization.

What if I'm an Integrator who's the owner and founder? The book talks about being a Visionary forced to play the Integrator role, but not vice versa. Chapter 6, "Finding Each Other," says,

while Integrators don't go out to hire their own Visionary, we do have some guidelines for Integrators 'at large' and Integrators in the making, many of whom are currently tucked away somewhere inside large corporations or small companies. … We will show you how to find a great Visionary match and help them build a great company.

As I said earlier, it's not applicable to my situation. And I know I'm not the only Integrator who's the owner or founder of a business; many technical people are in the same position.

I didn't find this book nearly as insightful or helpful as Traction.

Notes
The Relationship
Visionary/Integrator Assessments

"The polar differences between Visionaries and Integrators means they are always driving each other a little bit crazy."

Visionary Spectrum: the more each of these are true, the more Visionary innovation you need:
Speed of industry change
Growth aspirations
Degree of market change, complexity, competition

[John Blackman · Rating 2 out of 5]

This book delivers a pretty ordinary message that could be covered in much less material. It is essentially visionary + implementer = success. It's almost self evident. I guess my expectations were high for this book and I just don't feel like I got much out of it.

It asks some questions to see if you fall into the visionary or implementer bucket at which point you identify with one of the two. According to this book visionaries outnumber implementers 4:1. Go figure, there are 4x as many people who can come up with an idea compared to those who can actually build it.

To me the role of the visionary in the book came across a little weak, almost as the idea guy who writes something down on a napkin and wants $1MM to hand it over to someone who can go build it. The visionary needs someone who can actually build something so they can go on to think of new ideas and be 'freed up' from that pesky work stuff.

I would have liked to have seen a greater emphasis on sales and marketing for the visionary role. Perhaps that is something to be handed off too. You too can have amazing results and the time you've always deserved if you find someone to go do the work while you just come up with the ideas. They better be good ones.

[Amanda Tero · Rating 5 out of 5]

This is going on my to-re-read list. This does a lot to explain the different natural roles of personalities as well as gives long lists of ideas with how to maximize every individual’s potential within a business. I feel like just listening to it once was only scratching the surface.

[Gina Bégin · Rating 3 out of 5]

Presents some interesting ideas and things I definitely see value in -- uh -- *integrating* into my organization but didn't feel altogether deep on the tactical; more of a praise of each role's qualities and their combination in the workplace. There was definitely some instruction on putting this to work in a business, just felt more skewed to explaining the virtues and setbacks that the people in the two roles face, both internally and in their positions.

[Ron Barker · Rating 2 out of 5]

Read the first 90 pages then skimmed the last 80. Pretty easy read and the concepts are solid but most build on the book Traction thus was able to skim last half of book. I did not think using the examples of early 20th century , like Disney, Ford, Apple of Standard Oil were very effective.

[Josiah DeGraaf · Rating 4 out of 5]

Short, sweet, and to the point with plenty of practical examples and applications. I found this book quite helpful for understanding the relationship the top two players in a company ought to have.

Rating: 4 Stars (Very Good).

[MuuLee · Rating 5 out of 5]

both WHY and HOW are important, matching both will make us reaching dream faster

[Tim Johnson · Rating 5 out of 5]

This book got me pumped up!!

[Andrew Brady · Rating 4 out of 5]

Details on the EOS book for integrators and visionaries.

[Cagefighter18 · Rating 4 out of 5]

Really good short book on segregating duties into what you’re good at so that you don’t hold back your own business.

[Jenny Stevens · Rating 5 out of 5]

Wonderful book for anyone ready to take their business to the next level. Highly recommend.

[Jim Saunders · Rating 4 out of 5]

Part of the traction library, reinforces the concepts

[Federico De Obeso · Rating 2 out of 5]

Un muy buen concepto que se explica a detalle en los primeros capítulos.
El resto, como pasa en muchos de estos libros, se siente más como relleno o referencias a otros libros que a conceptos del autor.

[Jordan Silva · Rating 3 out of 5]

14/52

Another book about EOS (Traction) but specific to the visionary and integrator functions within the organization.

I think Gino has combined lots of good ideas and tries to repackage them, but isn't the best writer, so both this and Traction are dry and boring to read or listen to. The underlying lesson in this book is that being a visionary is unique and for most people means you are going to be pretty bad at a lot of stuff. Being an integrator means you are pretty rare and aren't going to be the star of the show, but are really really needed.

I feel like the whole book is written kind of like a horoscope and wants to play off the personalities of people who want to see themselves as visionaries or integrators becasue it makes them different than 90+% of the population. It's not that I don't believe some people are better suited for specific roles in life, just that this book specifically wants people to believe they are one of those two things.

[Quinn · Rating 3 out of 5]

This is one of those where you can skip a lot and the book becomes a five. I'll give you the gist in just a few sentences. It takes two kinds of people to make a business work really well. One is the innovator, the idea's person, the one with the vision. The other is the implementor. They are really good a setting priorities, implementing the vision, figuring out how the innovator's ideas work in the business. You are predominantly one or the other and the best way for you to move forward in your business or job is to find the other type of person and latch on like a leach.

[Doug · Rating 4 out of 5]

EOS guide

A very good book to help explain the EOS system. I like the concise approach versus a long drawn out description that over sells the concept. I look forward to implementing the model.

[Bernino Lind · Rating 4 out of 5]

The EOS framework is simple, easy to use and efficient - I highly recommend it in combo with other lean models such as Agile Scrum for product dev, AARRR / MEDDIC / customer dev for sales/marketing and so on...

[Arthur Martiroso · Rating 4 out of 5]

Great book about discovering who you are in your business and focusing on those strength so you can grow your business faster with Less effort !!! Are you an integrator or a visionary ????

[Josh Dunlop · Rating 4 out of 5]

Short, but sweet.

Details some very practical information on the visionary/integrator roles. Little too much fluff and storytelling, but that's books for you.

[Sam · Rating 5 out of 5]

A tremendously helpful book! This helped me understand what kind of “visionary” I am and what kind of “integrator” I need to compliment my specific skills and abilities - a unique two-piece puzzle.

My V/I Assessment: 90/43

Quotes:
“If you are a visionary, you must delegate the role of implementing your ideas in order to elevate yourself to your true talents. At some point, you will have to relieve the weight carried on your shoulders and find someone to carry it with you.”

“An integrator has the ability to harmoniously integrate the major functions of the business, run the organization, and manage the day-to-day issues that arrive. The integrator is the glue that holds the people processes system, priorities, and strategy of the company together.”

There’s a visionary spectrum. Not every organization needs the same level of visionary.

“Standing together is critical, as any small gaps between the two of you will show up as canyons to the rest of your team.”

“You should never make a negative comment about your V/I counterpart to anyone in the organization – ever.”

“A good integrator does not need to know your industry. Being a great integrator depends more on the ability to manage human energy and being an industry expert.”

The Accountability Chart:
- A supercharged org chart.
- “All freedom comes from laying down boundaries.”
- Each major function has a talented leader running that function like a well oiled machine. (3-7 functions)
- In order to maintain accountability. Only one person can ultimately be in charge of any major function – and it must be clear to all. The Integracore blends all of these together and keep them cohesive.
- Five major functions under each
- V + I + Functional Leaders = Leadership Team

Five Rules:
1. Stay on the Same Page
2. No End Runs
3. The Integrator is the Tie Breaker
4. You Are an Employee When Working In The Business
5. Maintain Mutual Respect

Five Tools:
1. The Accountability Chart (*Gold)
2. The Core Questions (Lencioni: The Advantage)
3. The 90-Day World (God Dreams)
4. The Weekly Level 10 Meeting (*Gold)
5. The Scorecard

[J Lippe · Rating 4 out of 5]

Visionary
Strengths:
Entrepreneurial “spark plug”
See big pic
Inspirer
Pitfalls:
Struggle w/ focus, too many ideas, organizational “whiplash”
Struggle w/ details, managing people
Resistance to following process

Integrator
Strengths
Running day2day
Steady, consistent…
Voice of reason
Pitfalls:
Labeled “pessimist”, “no” person… can become bitter / hardened
No glory
Not “superman”… taking too much on… must slow Visionary down

Yin / Yang
Complement one another
Tension exists cuz differ ppl = source of power!
Visionary spectrum - not all need to be Steve Jobs! - depends on industry, growth aspirations, mkt complexity
Less visionary requires less of an integrator to manage biz... less change, etc.

AC
3 main functions: sales/marketing, Ops, finance/admin
Only 1 name per box!
Integrator ties them together... uses friction to create even better results!

V/I Rules
Stay on Same Page - monthly 2-4hr "same page" meeting outside office... checkin, issue list, IDS... don't conclude until 100% on same pg! Makes L10 more productive... Less mixed msgs to co!
No End Runs - if not happy with mommy, go to daddy... Vis can listen but ends with Q: are you going to tell Int? Or want me to?
The Integrator = Tie-Breaker - if unsure who makes decision, refer to AC! If L10 indecisive, Int makes the call. Major decisions --> same page meeting of Vis thinks ain't making bad call
I am employee when working "in" the biz - no "owner entitlements" in my AC seat, leads to "end runs"... I can be "fired" from a seat!
Must maintain mutual respect / trust / honesty - friction occurs but sign of your respect from one another... iron sharpens iron!

Finding Integrator
Look at major issues in your L10 and determine what archetype could solve them best

[Juan Chavez · Rating 4 out of 5]

Great book! It came at a great time in my life. The only reason i would rate it a 4 star and not a 5 star is because I thought it was a little longer than needed. But overall, it provided alot of clarity for me. I was able to see the differences in roles. I wonder if most people see themselves as visionaries because we lack follow through. The devil is in the details and the magic happens in the small details.
Although I see myself as a visionary I know that I need to get better at the details. I do think I would work really well with a great integrator though. Maybe I need to mold my integrator..

Gold.
“Don’t mistake activity for productivity. Creativity is productivity—it just doesn’t feel like it at first.”

“Integrator.” One sees the future, and the other makes it happen.”

“As an example, the Visionary function’s five roles might be as follows (these are the most common): • New ideas/R&D • Creative problem solving • Major external relationships • Culture • Selling big deals The Integrator function’s five roles might be as follows (these are the most common): • Leading, Managing, and holding people Accountable (LMA) • Executing the business plan/P&L results • Integrating the other major functions • Resolving cross-functional issues • Communication across the organization”

[CJ Wong · Rating 2 out of 5]

Disappointingly shallow treatment of a deeply interesting business phenomenon. First couple of chapters did great to set the stage of Visionaries & Integrators, but the whole thing is a timeshare pitch where the book psychologically primes you to see yourself as a V or I, the more impressionable of which might actually go to their website - shamelessly promoted within the main body of the text - and spend $6,500 on an annual Mastery (TM) subscription. But hey, seems like they know their audience and have identified their niche so you can’t fault them for practicing what they preach.

Content-wise, there are some tangible takeaways about knowing how to structure your business as a V/I pair and the importance of delegation, so if you’re interested in those topics you might find value here. There’s also some interesting approaches to quarterly goal-setting and meeting structure I’m interested in trying at work, but I get the sneaking suspicion I’ll find better treatments of these topics somewhere down the line in my journey through the world of business lit.

[Elizabeth-Irene Baitie · Rating 5 out of 5]

I found Rocket Fuel extremely insightful. What struck me most was how clearly it articulated the issues I’ve been living with for years as a founder and leader with strong visionary traits. I have long sensed that I needed a certain type of partner to take my company to the next level, but I couldn’t quite put my finger on what that role should look like — or why my daily frustrations kept recurring.

Reading this book felt like having my inner world finally written down and explained back to me. It made me feel understood, and at the same time helped me understand myself better. Instead of being frustrated with my own nature, I can now see that the real issue isn’t my personality ...it’s simply that I need the right Who to complement me.

The book offers practical, grounded guidance that I’ve already begun to jot down and reflect on. This is definitely one of those books I’ll be referring to repeatedly as I reshape how I lead and how I build the next level of my organisation.

[Peter Keller · Rating 4 out of 5]

Just finished Rocket Fuel. The book is essentially about how wildly successful companies are led and run by a team- a Visionary and a Integrator. The Visionary is the “big picture person” and the Integrator is the “rubber meets the road / make shit happen” person. Rocket Fuel fleshes out who these people are, what they do for a company, how to find each other, and how to work together.

My takeaways
I need an Integrator. I fit the “Visionary” profile quite well, but I have not been good at hiring and managing Integrators.
I need to change up our KPI meeting a bit. Use the KPIs as directional, punt talking to later in the meeting. Also use the KPI meeting to create and enforce more weekly accountability.
I need to create and publish an org chart with accountability ASAP.
This book can help strongly when I am considering who to hire in a Ops Manager/COO integrator role in the future.

[Mark Manderson · Rating 3 out of 5]

Good read explaining the Visionary and Integrator.
The successful businesses that go from small to large I created by a Visionary and integrator.

Visionaries are trying to do too much all the time. They have way too many ideas. There is a little bit of crazy that makes them successful.

Organizational Whiplash happens when the Visionary leader keeps implementing ideas of the business faster than they can be internalize. This leads to everyone's frustration.

The success of a business owner or CEO is how well a company can function once they are gone.

Remember you are an employee when you're working in the business. You must Ensure you as well as the leaders are on the same page. 

If an employee comes to you to circumvent the supervisor after you listen ask them do you want to tell them or am I going to tell them?

Clearly communicate what success looks like.

[Nicole Devereaux · Rating 1 out of 5]

To read this book would be to believe that only men (overwhelmingly white) are leaders. Of the 56 Visionary/Integrator examples offered, only 4 are female (and only 2 of those women are actually named; the other 2 are referred to as “she”, so I can’t be certain those are 2 different women).

The authors also apparently only read books by other white men, since, out of the 31 experts referenced/quoted, only 2 women were cited.

So it is difficult for me to put much stock in the underlying premise of this book. When a sample size is so completely homogeneous, why should I believe the theory is universal?

This book was published in 2016, so it is already outdated by exposing the authors’ obvious bias and lack of experience with anyone outside of their gender/culture.

[Chris · Rating 2 out of 5]

Given it's only a short book, it really doesn't say very much and might be have been better as a few short blog posts although I guess that's harder to monetise. There are a few ideas to play with in the appendix and in chapter 4 and it would have been good to see this expanded but in general it seems to advocate for a small pair at the top of the business who then act in command and control style in a silo from the rest of the business. It recognises that siloing is bad but then the advice it gives is then just "don't silo" which isn't actionable. It claims to apply scientific principles but then never actually demonstrates that in the book, instead relying on anecdotes. It's very middling at best and appears myopicly harmful at worst.

[Katherine Coble · Rating 4 out of 5]

This book provides some really good things to think about when it comes to the structure of your organization, but it doesn't always present the reality - just the "best case" -- when you are one of four owners, you really have to "work with what you've got" and no one person truly matches perfectly into the visionary style AND the integrator style in the same organization. Yes, if you're building from the ground up, you can search and find that match, but when the key players are already here, you've got to figure out roles with what you've got. I think it can be done, but this book would have been more helpful if it had addressed that a little more specifically.

[Brian Hohmeier · Rating 3 out of 5]

This was actually a pretty interesting article that was unfortunately a book. What skepticism I have of its simple if helpful ideas may be unfounded, but it's difficult to know without any evidence presented to support them beyond the anecdotal illustrations amassed from an apparently selective, presumably homogenous pool of mostly male N. American entrepreneurs (others' criticisms concerning the lack of diversity seem reasonable.) So while there's little I like as much as ideas, there's nothing in this text that I'd put over and against something I've read elsewhere that might conflict, e.g., from Lencioni. If you can borrow a copy from the library, that would be prudent.