Continuing on in our 4-part blog around the EOS (Entrepreneurial Operating System®) Process®, we’re next going to break down what the second and third days of working with a professional implementer actually look like where you really start diving into the vision, strategy and execution for your organization.  Vision Building® – Day 1 Now that you’ve been introduced to the tools in Focus Day® and your team has spent roughly a month implementing and using them within your Level 10 Meeting™ structure, it’s time to start building out the vision for the future. Vision Building® is split over two days roughly a month apart and approximately a month after Focus Day. Why do we use a spaced learning concept with time between Focus Day and the Vision Building days? We want your team to get in the necessary reps using the tools more and more effectively and work toward mastery before

Continuing on in our 4-part blog around the EOS (Entrepreneurial Operating System®) Process®, we’re next going to break down what the first day of working with a professional implementer actually looks like.  The Focus Day® As the first official day in the EOS Process®, the Focus Day is an approximately 6-8-hour day spent with your implementer and your executive level leadership team. The day consists mainly of beginning to learn and hone the EOS Foundational Tools. As part of the Focus Day, we focus on 5 main tools and areas: Hitting the Ceiling As you know, every business follows a similar cycle of alternating between growth and hitting a ceiling. The best businesses that continue to succeed find a way to break through that ceiling in order to move forward. During Focus Day, we teach you The 5 Leadership Abilities to help your leadership team manage and navigate the challenges that will

After erecting a chicken coop we inherited from a professional structural engineer, I was so excited. This coop is built so well and is perfect for three hens who have the opportunity to free range. But as you know, free ranging is not a viable option when you also have two well-trained hunting dogs. So I stared at this beautiful coop and thought, what are we going to do with it? And then I had this moment of clarity. We could add siding to the coop, turning the entire structure into the coop, and then build onto it with a fence that allowed the chickens to roam around outside. I hurried back to the house to share my moment of brilliance with my husband. Who, as I found out, was way ahead of me on that thought. Perfect: we were aligned on the vision. Now we could get to work.

Wondering if EOS® (Entrepreneurial Operating System®) is right for your organization? Over the next two weeks, I’m going to be sharing the steps we take clients through in our EOS Process® that allows them to get everyone on the same page, create killer focus and execution and develop the healthy leadership team needed to run an optimal organization. Ready?!  STEP 1: The 90-MINUTE MEETING This complimentary meeting with myself and your company’s leadership team introduces EOS and the system and tools to get everyone on the same page to decide if it’s a fit for your organization and team. In the meeting, we take you through 4 Parts:  Part 1: About Us The first part of the meeting is to inform your team about the background and big why behind EOS. As a system that’s been proven hundreds of thousands of times over, there is an enormous amount of research and trial

Retirement marks a seismic period of transition in most business owners’ lives. It requires significant orchestration to build an effective succession plan that positions new leadership and the company for future success. When it comes to family-owned businesses, there can be additional complexities in identifying and preparing the talent pipeline while keeping relationships and operations intact. Industry: Fitness Location: East Coast Focus Areas: Management synergy and teamwork, family governance, successor preparation, communication skills, organizational management, leadership and management continuity The Challenge: The founder and CEO of a well-established, 20-year-old fitness company wants to retire in five years and is ready to build a succession plan. Entrusting stewardship of the company will require careful orchestration. The organization is adjusting to a new COO brought in one year ago, the senior leadership team (SLT) is geographically dispersed, and the owner is committed to installing his daughter (also on the C-team) as the new CEO upon

“Thinking is the hardest thing we do.  It’s a shame so few people do it.”  -Henry Ford  Do you feel like you’re constantly putting out fires?  Overwhelmed by your never ending to do list?  Burning the candle at both ends just to keep your head above water?  Spoiler alert… that cycle is never ending unless something changes. Well have I got a tool for you!!  It’s called a Clarity Break.  It involves you slowing down so you can speed up.  Wait what… a Clarity Break???!!! You Can’t Be Serious!  I am.  And quitting calling me Shirley. That’s not a typo.  I want you to take Clarity Breaks.  It involves slowing down so you can speed up.  It is all about you spending time in thought working ON the business instead of being IN it. When things are unclear, often times as leaders it can lead to a lack of confidence.  We