For most business leaders diving into EOS, writing quarterly rocks for the first time is difficult. I’ve previously talked about how to write great rocks, but today I want to talk about something slightly different but still related. In EOS, we always strive for team-wide 80+% rock completion. Simply, that means that if a team has 10 total quarterly rocks, at least 8 of them are fully completed by the end of the quarter. We can’t expect perfection from our teams, but meaningful forward progress is always the goal! If your team is struggling with getting rock completion above 80%, here are four tips that might help set you on the right track. Define Successful Rock Completion The whole point of creating a rock is to bring yourself or your business from Point A to Point B. That’s pretty hard to map out if you don’t know what Point B is!

While working with a leader, they mentioned how much they were struggling to juggle all the seats they sat in for their organization. Owner. Visionary. Sales. Product Development. As we talked, it hit me that in the times of my life where I was overwhelmed with work and life outside of work, I often struggled to see the path out. This simple exercise was born out of that moment. As leaders, we wear many hats. These “hats” represent all the roles and relationships we’re committed to, both personally and professionally. A key truth: there’s a point of diminishing returns with hats, and as soon as we hit that point with each one we diminish our performance in all of them. If you feel like you’ve hit a wall, here are a few questions to consider: Are you struggling with work/life balance? Do you sense frustration from your team regarding how

One of the most critical things for any business is creating a Great Team. In EOS, the People Component is all about building a great team, what we call “getting the Right People in the Right Seats”. In a recent post, I talked about cultural fit – what we call “Right People”. Today, I’d like to talk about how we get those Right People into the Right Seats. This brings up what a question that should be obvious, but is often overlooked. That is, how do we know exactly what the Right Seats are? You see, when leaders gauge how well an employee is performing, the yardstick for measurement is often based upon the way that particular person does that particular job, not whether that person is doing what the company actually needs out of that seat! Every leader wants to put the right person to put into every seat. But the reality

EOS’ Proven Process begins with three full-day sessions with the Leadership Team. In the first, Focus Day, I teach the Leadership Team the EOS tools that lay the foundation for execution – what we call Traction®. In the ensuing two sessions – which occur 30 and 60 days after Focus Day – we review and refine the team’s use of the Focus Day tools and also work on building out the company vision. Herein lies part of EOS’ secret sauce. We call it “Traction before Vision”. Truth be told, some Leadership Teams find it a little counterintuitive. In the interests of “open and honest”, I will confess I was among those skeptics back when I started implementing EOS in my own company. “Why would we start executing before we fully define exactly where we are going?” I asked my EOS Implementer, Ed Callahan. Ed just smiled and said “Trust me….you’ll

In our first session working with a new organization, we explain that being a great Leadership Team is a lot like being great parents (acknowledgement here to Dr. Thomas Gordon and his book Parent Effectiveness Training). We teach that great Leadership Teams – like great parents – have just a handful of rules. Later in the EOS process, I facilitate Leadership Teams to discover their Core Values. Core Value in EOS are all about culture – a bulletized list of what is most special about the culture of an organization. Core Values are that handful of rules – the ones everyone in the organization must follow. The Right People for any organization are the ones that live up to the organization’s Core Values. But what about those who don’t? When you tell your organization your Core Values are the rules everyone must follow, 100% of the people in the organization will try. Those