It sounds like a play on words, but the difference between “Leaders on a team” and a “Leadership Team” is the difference between friction and flow. In my work as an EOS Implementer, I help groups of individuals transition into unified leadership teams that put the Company First. It can be difficult to discern the difference when you’re in the thick of it, but once you make the shift, the results are undeniable. Leaders on a Team or Leadership Team

“You must retain faith that you will prevail in the end, regardless of the difficulties, AND at the same time confront the most brutal facts of your current reality.” – Jim Collins, Good to Great: Why Some Companies Make the Leap … And Others Don’t Facing hard truths in business can feel uncomfortable. But companies that succeed don’t avoid problems – they face them head-on. When problems are visible early, they’re easier to solve, and solving hard problems is what it’s is all about!

Are the Right People Really in the Right Seats? How the Accountability Chart, Scorecard, and Delegate & Elevate Reveal the Truth About Your Leadership Team   I was on a check-in call recently with a client I’ve been working with for some time — a sharp, growth-minded entrepreneur. He’s got the vision, the drive, and the hunger to scale. But somewhere in the middle of our conversation, he said something that stopped me: “I keep pulling and pushing everybody in the direction they’re supposed to be going. I should be the dumbest one in the room.” That hit me. Because I hear versions of that same statement from almost every Visionary I work with. And in almost every case, the issue isn’t the people in the seats — it’s that the people sitting in those seats don’t fully understand what’s actually expected of them. “Uncommunicated Expectations Are Premeditated Resentments” There’s

Implementing a proven business operating system is one of the most important steps a company can take to improve clarity, accountability, and performance. While self-implementing is a viable option – particularly when key team members have previous experience with that system, getting the implementation right is clearly more challenging  when simply diving in with a book or attending a workshop – even when and internal champion has been assigned. Those efforts can be a good first step, but businesses often discover that self-implementation is far more difficult than it first appears. Bringing in an implementer who is a trained teacher – the third role of an EOS Implementer (along with Coach and Facilitator) – dramatically increases the likelihood that the system will be implemented correctly and deliver its intended results. A professional teacher brings deep training and experience that most internal teams simply do not have. They understand not only

“It must have been so easy in the military – you just tell people to do things and they do them. That’s what I want in my organization; people to just do what they’re supposed to do.” As an EOS Implementer and military veteran, I hear variations of this theme all the time when talking with business owners – the mistaken belief that in the military, it’s easy to have a great organization. Well, as in most things in life, it’s just not that simple. While business owners admire the clarity, discipline, and results military units achieve under pressure, those things don’t just happen in the military any more than they do in the business world. Military success isn’t about shouting orders or rigid hierarchy. It comes from three fundamental elements that any business can implement: a clear mission everyone understands, the right people aligned on that mission, and systematic