Once your leadership team discovers your company’s Core Values, it’s time to start using them to lay the foundation of your organization’s culture. To do that, you must have a compelling Core Values Speech.
I had a recent client session end with the team looking a little hangdog and expressing some disappointment. This was an EOS Vision Building™ 1 session, which includes getting the team’s Accountability Chart to about 90% complete and defining their Core Values.
When we dug into their disappointment, here’s what emerged:
- One team member was unhappy that in strengthening the Accountability Chart, they had surfaced a lot “Right Person/Right Seat” issues that needed to be solved.
- They were all unhappy that they were going to have to figure out how to make the Core Values they defined fit into the legacy Core Values imposed on them by their corporate parent.
So why were they disappointed?
It is always a challenge to keep individuals and organizations focused, but that’s what great leaders do. Distractions abound, but great leaders have an internal compass that keeps them from drifting off course. Two things set your bearings – your why and your what. For companies implementing the Entrepreneurial Operating System®, those two things combine to form your Core Focus™. Once you define your Core Focus, you’ll be less likely to be distracted by “shiny stuff.”
After your senior leadership team has mastered the Entrepreneurial Operating System®, there comes an exciting – and maybe slightly scary – milestone in your implementation of EOS: it’s time to teach the rest of the company how to do it. We call this the “rollout,” and it begins when your leadership team works together to help next level leaders, managers and supervisors begin using EOS foundational tools in their departments or teams.
Whether you do your rollout to one layer of management at a time or to everyone all at once, there are a few things you can do to make sure the process goes as smoothly and successfully as possible.
Millennials get a bad rap, but are they really that different from any other generation of people?
When I stopped to think about the common millennial characteristics we hear about so often, I realized how many of those same traits are also prevalent among entrepreneurs. How we outwardly demonstrate these traits may look different, but at the core our values are shared. I believe this is an opportunity for tremendous results if managed from a place of shared values and effective communication.