Implementer Posts
3 Kinds of EOS Scorecard Measurables to Track
Every EOS® run business has uncovered the power of the EOS ScorecardTM. This seemingly simple tool helps a business get on track and stay on track to meet their quarterly and annual goals. But when it comes to filling out their Scorecard, many organizations learn that the hardest part is identifying the right metrics. It’s not just about having data but knowing which data points genuinely indicate your business’s health and trajectory. How do you sort through all of the options to determine what numbers your organization needs to focus on? This article is here to help. While the best measurables vary depending on your industry and specific business model, there are common categories that apply to most businesses. Getting a handle on these can significantly improve your strategic planning and execution. What Kind of EOS® Measurables Should I Track? The EOS® Scorecard focuses on actionable indicators. Every number should not just indicate past performance, but help point
There’s a Feeling When You Have the Right Person in the Right Seat
In the business world, a special kind of magic happens when you have the right person in the right seat. This concept, central to the Entrepreneurial Operating System (EOS®), is a game-changer for organizations striving for excellence. Gino Wickman, the creator of EOS®, and Jim Collins, renowned business consultant and author, emphasize the transformative power of aligning people with roles that match their strengths and passions. The Right Person in the Right Seat: A Core EOS® Principle In his seminal book Traction, Gino Wickman introduces the idea that the right person in the right seat means having employees who not only fit the company culture but are also ideally suited for their specific roles. This alignment is not just about having the skills; it’s about having the right attitude, values, and passion for the job. Wickman stresses that businesses thrive when they carefully assess and place individuals where they can excel
From Star Performer to Struggling Manager: The Pitfalls of Promoting Without Training
Promoting top performers into management roles without proper training can create significant challenges in entrepreneurial businesses. The Peter Principle suggests that people often get promoted to roles where they’re not competent, leading to decreased productivity and morale. Team dynamics and performance can suffer when new managers aren’t given the right training. Untrained managers often struggle with conflict resolution, delegation, and team motivation, leading to poor communication and a lack of direction. According to the Harvard Business Review, many companies wait too long to provide leadership training, making these issues worse over time (Harvard Business School Online). Being ill-prepared for a management role also means managers may fail to communicate effectively with their employees. This can lead to unresolved issues and rifts within the organization. Employees can feel undervalued and unsupported without regular communication, which further impacts morale and productivity. Imagine Alex, a skilled engineer promoted to lead his team. He
How Same Page Meetings Work For All Leaders
Communication issues can be detrimental to a functional team. For leaders struggling to get work done through those issues, the 5 Rules tool can be a great instrument for creating understanding and productively working through conflict. THE 5 RULES TOOL The 5 Rules tool was created to help the Visionary and Integrator maintain a strong relationship. The book “Rocket Fuel” by Gino Wickman and Mark C. Winters describes the different ways to maximize workflow between the two roles. Although the 5 Rules tool (which includes same-page meetings) was created with Visionaries and Integrators in mind, any leader can follow them to achieve professional success. I’ve seen this tool work for visionary to engineering and operations leaders alike! THE 5 RULES: In particular, the first three rules are most important for establishing open communication lines within a company. Let’s explore what it looks like for leaders for leaders to follow these rules! RULE
We to Me – How to Build Accountability and Hit Your Numbers
“We didn’t hit our numbers this quarter”. When I ask my clients why, the answers are familiar. The economy, a hot prospect gone cold, delays in getting deals across the line, etc. The ‘excuse button’ gets pressed and everyone nods their heads. “But, next time we’ll do better…” This issue is a common pain point among business leaders I speak with—and for good reason. When accountability is diffused across a group, it leads to inaction and inefficiency. Simply put: When everyone is accountable for everything, no one is accountable for anything. The Group Accountability Trap When tasks are assigned to a group without clear, individual ownership, a few issues arise: Lack of Ownership: When there is no clear owner, team members may either neglect the task or multiple people may work on it, creating redundancies and inefficiencies. Blame Game: Mistakes and failures often lead to finger-pointing, damaging team morale and
Your Leadership Team’s Prison
YOUR LEADERSHIP TEAM’S PRISON It’s a prison of the mind, a trap, and the leadership team members of every client I have worked with were sitting in that trap when we started working together. They were spending all of their time and energy working IN their business, to the neglect of working ON their business. They believed they had no choice…they thought they were out of bandwidth. When I started working with them, they were good at the work they were doing IN their business: making the sale, delivering the service, making the products, or providing internal support. Then they got stuck or were overwhelmed by the day-to-day or an unfortunate event. It happens a lot. Happily, almost all of my teams have pulled themselves out of the trap. But it didn’t “just happen.” It took commitment and pre-planned time together as a focused and disciplined team to get out of the trap. Some of their issues were potentially