In the 2016 Final Four championship game, UNC staged a comeback and tied Villanova with 4.7 seconds left in the game. But Villanova took charge and won their first title in 30 years by flawlessly executing a play called “Nova”, which they had practiced almost every day. Their success dramatically illustrates how consistent process wins big. The Entrepreneurial Operating System® (EOS) teaches business leaders to simplify and document key core processes. And then coach their teams to follow those processes consistently.  But many teams resist this work because they think it is boring or limits creativity of their best people. Nothing could be more wrong. “Systemize the predictable to humanize the exceptional”. Issy Sharp (founder of Four Seasons Hotels) taught his employees to master the basics, so they could adapt to special situations and deliver the amazing customer service that built the legendary Four Seasons reputation. Running “Nova”, Villanova’s players reacted quickly

It’s a great feeling, isn’t it – when you conclude your Leadership Team Level 10 meeting, feeling aligned, connected and ready to launch back into the business.  You’re loving it so much, that you want to start applying the same meeting format with some of your departmental teams. So, how do you get started?  How long should the meeting be, and what do you need to run a good Level 10 meeting? What do you need to get started… A team with 3 or more: Commit to running it as a trial for x months, to test and learn, and make any tweaks or changes.  There are 2 roles required to run the meeting: 1 person to run the meeting, and 1 person to take notes (to-do’s, Issues, etc). Measurables and ROCKS: The team should have at least some ‘Measurables’ and a Scorecard to report on – if the team

As a serial entrepreneur, I know the joys and terrors of starting and running a business. This interview gives some perspective on EOS and how it changed my life to be a better entrepreneur and a better person. https://anchor.fm/standoutonlinkedin/episodes/Bill-Hueter-EOS-Implementer-et0deb

Departmental V/TO™ So, you’ve nailed your V/TO™ for the business, and have been communicating throughout the organisation – well on the path towards ‘Shared by All’ – well done! What’s even more exciting, is that your departmental leaders also want to apply the same discipline within their teams, and are asking ‘should we also create a V/TO™ for our departments?’ This is a question that faces many leadership teams on the path towards ‘running your business on EOS’, and a good sign that you are well on the path to mastery. So, how do you create a ‘Departmental V/TO™? Do you need to answer all 8 questions, and when is the right time to do so? How and When Firstly, you should only begin to consider this after your leadership team has mastered the EOS Foundational tools – (Accountability Chart, ROCKS, Meeting Pulse, Scorecard and VTO), and each department understands

You want to implement EOS and you want it to get off to a great start. So, when’s the best time to start your implementation? 5 years ago. If I had one thing to change in my entire business career, it would be to have implemented EOS the day we launched my previous two companies, not one day later. Companies find many reasons to delay their EOS implementation. Often they’re project-related; an office move,  the launch of a new internal IT system, finishing their strategic plan, completing an acquisition, or a capital raise. Other times it’s people-related; a leadership team member is leaving soon or a new member is arriving soon, a seat is empty with no hire in sight, or someone is on maternity or medical leave. It’s easy to find a reason to delay. I’m confident you wish you could be operating your company today with one common