Every leadership team I’ve worked with can tell me they have core values. Some have them framed on the wall. Some have them printed in induction packs. Some have them proudly displayed on their website. But then I ask a different question. “When was the last time your core values helped you make a difficult decision?” That’s usually when the room goes quiet. Because defining your core values isn’t the hard part. Living them is. And that’s where many businesses fall short. Core Values Aren’t Just Words One of the biggest misconceptions I see is businesses treating their core values like a branding exercise. They spend time choosing the right words. They design posters. They launch them at a company meeting. Then everyone carries on exactly as before. That’s not what core values are for. As part of EOS®, core values are designed to help you make decisions. They define

One of the most common challenges I see with leadership teams implementing EOS® is the Data Component. Most leaders understand that gathering key data is important but determining what to measure—and how to measure it—can feel surprisingly elusive. Even more common is the confusion between two foundational EOS tools: Scorecards and Measurables. While they are related, they serve very different purposes. Scorecards Measure the Health of the Business At a high level, a Scorecard measures the health and performance of a company, department, or team. It answers the question: “Are we winning?” Think about going to a baseball game. Here in New England, that means heading to Fenway Park, finding your seat, and looking up at the Green Monster where the scoreboard lives. Within seconds, you know the most important information of the game: who’s winning and who’s losing. (And if the Yankees are losing, that’s valuable information too.) The

Buzzword phrase of the day: change management. When leaders want to roll out, well anything, to the entire organization they have to manage the change. (Thank you, Captain Obvious!) It doesn’t matter what the change is: using a new payroll system, changing the PTO policy, or introducing a new leader. To make a successful roll out of something as all-encompassing as EOS in an organization, leaders have to manage the change intentionally. This month we cover the fundamentals of rolling out EOS in your company. Understand that Change in Hard Humans are creatures of habit. Anytime leadership wants to introduce a change, they face a whole host of background feelings, usually rooted in fear. People’s minds will immediately start going to dark places like “Am I going to lose my job?” Leaders have to help their people get through that “scary” part of any change, especially in the beginning. There

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The Process Component is one of the six Key Components that comprise the EOS Model. It is the discipline of identifying your core processes, documenting them simply, and getting them Followed By All. It is one of the most neglected of the Six Key Components — mostly because leaders do not have great tools of framework to make it strong. The work is crucial, however as weak process quietly drains profit. I co-wrote Process!, the official EOS book on this component, and I train Implementers on how to facilitate it. Most companies have 6 to 10 core processes. Document the 20 percent of steps that drive 80 percent of the results, then get them followed by everyone. More: