I once had a job that made me feel physically sick on Monday mornings. You know the feeling. You wake up and your stomach already knows you are not where you should be. I was a field sales rep for a large brewery. The training was excellent. Everything else was chaotic. No structure. No real leadership. Transactional conversations. Hours alone in the car. No space to create, build or shape anything. Just execute, hit the number, repeat. I was good at it. I could do it. But I absolutely did not want to do it. At the time, I thought the problem was the culture or the structure. Looking back, the real issue was simpler. I was in the wrong seat. And here’s the part many leadership teams miss: keeping someone in the wrong seat is expensive. I see this play out regularly. Someone has been in the business for

The fish rots from the head down. Unfortunately, this is also the case in companies: the way a company’s management team functions is the way the rest of the team works. And at the top of the management team is the person that we call the Integrator at EOS. In other companies, this person may be called the managing director, CEO, COO, or simply the boss. This person is at the top of the Accountability Chart. We call them the integrator, rather than king or queen, in order to remove ego from the equation, as there is no worse enemy for a team than ego. But let’s get back to the integrator and the fish.   WHAT DOES AN INTEGRATOR DO? An integrator should possess a range of skills in order to fulfill their responsibilities and add value to the company. They must be a skilled communicator, a loyal team

During an initial complimentary EOS Overview with a Professional EOS Implementer®, leadership teams often imagine what it would be like to finally run their business with clarity, discipline, and traction. They envision repeatable systems, fewer fire drills, and a leadership team operating as a true unit. What they’re usually not asking, though many are quietly wondering, is this: If we hire an EOS Implementer, what does the off-ramp look like? It can feel like an awkward question, almost like bringing up a prenup on a first date. And so it often goes unspoken. Thankfully, the EOS process itself is very explicit about this. During that initial meeting, Implementers explain that most teams work with them for roughly two years—the time it typically takes to fully roll out EOS across an organization. There is no long-term contract, no retainer, and no obligation to continue beyond the value being delivered. When a

As an EOS Implementer, December and January are busy with most leadership teams doing their annual planning—working through reflections, priorities, and possibilities for the year ahead. There’s usually fresh energy in the room, big ideas, and a renewed sense of optimism about what the coming year could hold. At this time of year, most teams have: Reflected on the past year and captured key lessons learned Clarified their vision Set new goals Talked about where they want the business to go All of that work matters. It’s necessary. And yet, this is also the time of year when I see the seeds of future frustration quietly planted—not usually in the session room, but all around us. January is filled with conversations about goals and resolutions, most of which quietly fade by February. Not because people don’t care—but because they don’t focus on the system and disciplines required to make real

Fundraising shouldn’t hijack your company. Yet most teams disappear into slide hell trying to “craft a story” investors might like. That’s backwards. If you’re running EOS the right way, your V/TO already is the story. If you nail it, everything else becomes obvious.  Let’s go deeper… To read the full blog post, click here