Many companies have tried other systems and processes before implementing the Entrepreneurial Operating System®. Almost without exception, they’ve tried multiple systems, and they’ve all fizzled out. Most leadership teams have some anxiety when they’re coming into the EOS Process™. They often fear that EOS will be just like every other attempt to adopt a system. Someone usually brings it up during the Focus Day. No matter how productive that first day has been, leadership team members are still a bit gun shy: they’ve seen their company go through this cycle before, and it’s always ended with a big flop. Whatever they’ve done in the past, it never stuck.   If your company is thinking about using the Entrepreneurial Operating System, you’re probably asking yourself, Can we stick with EOS? What makes this any different from all the previous systems we’ve tried to adopt before? It’s a good question. The EOS

The Entrepreneurial Operating System® has helped more than 4,525 companies to achieve better results with less effort. That’s a compelling track record, and it makes the decision to implement EOS® simple (but not easy). Even so, you’re going to have several questions when you decide you need to implement EOS at your company. What will it feel like for your team to implement EOS? How quickly will you achieve tangible results? How much more work will it be for your team? Handpicked related content: Why It’s Never the “Right Time” to Start Using EOS What to Expect When Implementing EOS I often tell leadership teams that it feels like building a house as you go through the EOS Proven Process. Here’s what I mean by that. 1) Tour the model unit (90-Minute Meeting™) The first thing you’ll probably do when building a new home in a new neighborhood is to walk around the

On your journey to becoming your best in business, you’ll need to make some tough people decisions. Usually those decisions revolve around Right People/Right Seat issues. In the EOS Process we use the People Analyzer™ with GWC™ (Get It/Want It/Capacity to Do It) to identify the root cause of a team’s specific people-related issues. The most common people issues are:   Wrong Person/Right Seat—someone who doesn’t share the core values but is in the Right Seat Right Person/Wrong Seat—a person who shares the core values but is in the Wrong Seat—they don’t get it, want it, or have the capacity to do it. Sometimes the tough people decision is to fire an employee who doesn’t get it, want it, or have the capacity to do the job. One of my clients had to make that tough decision. Afterwards, the Visionary told me about the way the employee responded to being fired.

When leadership teams decide what their 10-Year Target™ is, they don’t always know how they’re going to get there. They’ve set a big goal that inspires them to move forward to a whole new place. It’s exciting to aim for the target, but often there is also uncertainty. Ten years is a long time, and so much can change. It seems easy to get just slightly off-course early on and then find ten years later that you didn’t reach your goal.   In EOS, we start with the 10-Year Target and move backward incrementally to figure out what the leadership team needs to achieve along the way. Here’s how we do that. How to Hit Your 10-Year Target First, we determine what their 3-Year Picture™ looks like. We know if they achieve their 3-Year Picture, they’re still on-track to hit the 10-Year Target. Next, we define their One-Year Plan, which keeps them on-track for

Every good endeavor has a cost. Whether it’s finances, time or resources, success takes significant investment. Usually, business leaders know the cost and they’re willing to do what’s needed to take their businesses to the next level. But there’s another cost besides money, time and resources. For companies that run EOS, the investment is more precious and more personal. Many teams get excited about the idea of implementing EOS, but not everyone is ready to do it. It takes a certain mindset that the entire leadership team must commit to. Specifically: People First, Team First Company culture – having a people centric focus, being genuinely appreciative and respectful towards each other and other people. Salt of the earth type of people. No Nonsense Here – willing to be open, honest and vulnerable in the moment – and willing to tackle the tough stuff, putting your own ego aside Serious about Change – Willing

If you recall, I wrote an article titled “Right Seat, Wrong Chicken.” Oden’s behavior has continued to escalate after recovering from the Great Chicken Massacre. It got to the point that I was working my chicken duties around his schedule, i.e., only entering the run when he was in the coop, which resulted in late nights and early mornings. A few weeks ago, my chicken coach came to visit. She marched right into the run and headed toward Oden. He sensed her lack of fear and retreated. Then she caught him and put him upside-down. And once a chicken is upside-down, the balance of power shifts—at least for the person who put him upside down. I held Oden for a while, and we eventually let him resume his daily activities. But I soon learned that until I caught him, he would still be aggressive with me. So, the following week—I