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

If you leave your weekly team meeting thinking, “This could have been an email,” it’s time to make a change. Too often, weekly meetings turn into a drawn-out recap of what everyone did, or worse, overt posturing and posing to impress the boss.  People defend their work and protect their interests instead of having lively discussions and debates that actually solve issues. By the end, nothing has actually moved forward, and everyone is bored and exhausted. There’s a better way. The EOS® Level 10 Meeting flips this on its head. Instead of rehashing the past, it focuses on identifying real issues and solving them as a team – fast, collaborative, and with clear ownership. Here is the agenda: 1. (5 min) Segue: Quick roundtable to share good personal and business news. 2. (15 min) Reporting Only: 2.a. Check your key weekly Scorecard measurables and ‘drop down’ any numbers that are

A client of mine recently vented to me: “If I hear, ‘Do you have a minute?’ one more time from my team, I’m going to lose it. Why can’t they make any decisions on their own?” Sound familiar? Over the years, I’ve seen this time and time again. The founder starts off with lots of energy and ambition and they love the rush of solving problems … at first. But they quickly move from being the one who makes everything happen to the one who is now the bottleneck. They get frustrated because their team keeps coming to them for every little decision. If they’re honest, though, they trained their team this way: • they had an open-door policy that’s now a revolving door • they have a history of second-guessing their team’s choices • they’ve shown frustration when the team made decisions without them Now they feel stuck. Here’s