Implementer Posts
EOS Toolbox: Cash Flow Drivers
Financial acumen is critical for all members of a leadership team, not just the head of finance. Josh and Clay review an exercise they use with clients to get teams aligned and focused on improving their cash position. Listen on: YouTube Apple Podcasts Spotify
Special Guest: Dane Dougall of Schooley Mitchell
Operating expenses can erode margins quickly. Dane Dougall of Schooley Mitchell, a cost reduction firm, joins the pod to share his entrepreneurial journey and his experience with EOS. Further, he offers immediate actions business owners could take to reduce their expenses today. Listen On: YouTube Apple Podcasts Spotify
Take your State of the Company meeting from Basic to Wow!
A State of the Company (SoC) meeting is one of the most powerful ways to get your Vision truly shared by all. It’s where the Leadership Team steps up to present one vision, speaks with one voice, and gets the entire organization rowing in the same direction. Simply put, the SoC is a company-wide update on how you’re getting Traction on your Vision and where you’re headed next. It typically happens once per quarter, after the Leadership Team completes its Quarterly Session, and everyone is invited—from senior leaders to frontline team members. Every company does its SoC a bit differently, but the feeling your employees must take away is: The Leadership Team has a plan, and I have a place. The SoC Basics Done right, a State of the Company meeting builds clarity, trust, and alignment. It should be concise enough to hold the attention of your employees and substantial
The Role Conversation Leaders Keep Avoiding Until EOS Forces It
There’s a conversation I see leaders delay longer than almost any other. It’s not about performance. It’s not about results. It’s not even about attitude. It’s about roles. Who owns what. Where accountability really sits. And whether people genuinely know what’s expected of them. Most leadership teams think they’re clear on roles. EOS has a way of politely, then very clearly, showing them they’re not. Why Role Confusion Hides So Well Before EOS, role confusion often masquerades as something else. Missed deadlines become “capacity issues”. Poor decisions get blamed on “communication”. Frustration gets labelled as “misalignment”. Underneath it all, roles are fuzzy. People are stepping on each other’s toes, filling gaps instinctively, or quietly carrying responsibility that was never formally theirs. Everyone’s busy. No one’s quite sure who owns what. That kind of mess can exist for years without being named. What EOS Does Differently EOS doesn’t start by asking
From Strength to Strength: Lived, Not Learned
In September, I stepped into a leadership experience that quietly rearranged something deep inside me. I attended a Crucible led by Jan Rutherford, founder of Self-Reliant Leadership – not as a leader, but simply as a participant. Nine strangers met at a trailhead in western Colorado and spent four days hiking through Dominguez Canyon: one day in, one day up to a plateau, one day back down, and one day out. I was the oldest participant on that Crucible. That mattered: not as a limitation, but as context. Our group was intentionally assembled to create cross-learning: five business executives and four retiring Special Forces leaders. Each day, a business executive partnered with a military leader to guide the team. Jan and Jason, our facilitators, stayed intentionally in the background. They trusted the process (and trusted us) to become a self-directed team. Before the trip, I had read From Strength to Strength by Arthur Brooks. At