As leadership teams begin to roll out the Entrepreneurial Operating System® (EOS®) to the rest of the company, they’re usually excited about getting the entire organization running on EOS. But as the EOS Foundational Tools™ start rolling out, leadership teams often discover they have several questions about applying the tools at the departmental level.
Assumptions are one of the most dangerous things on a business leadership team. Why? Because no one knows what you’re thinking. At the beginning of the session, I tell teams that my expectations of them for the day are to be open and honest in the moment. Doing this “in the moment” is crucial to building team health.
I just returned from the EOS Worldwide QCE™ (Quarterly Collaboration Exchange™) where I met with other EOS Implementers™ from across the globe to collaborate on our work and set new goals for this quarter. What better time to rehash a previous blog on tackling your business 90 days at a time?
After completing the 3-Step Process Documenter™, and before the Core Process can be Followed By All (FBA), it's a best practice to do a review of the processes as a leadership team.
One of the first things an EOS Implementer™ does when working with clients is to determine the right structure for the organization using the Accountability Chart. While this can be a straightforward exercise for your senior leadership team, some of your team members may have difficulty when it's time to build out the Accountability Chart for their own departments.
Here are a few tips to help you navigate this process with your team.