Implementer Posts
The Value of Values
Core Values often get a bad rap. For most people, they are just another organizational cliché—words written at a retreat, heard once during a job interview, and then stuck on a wall near the water cooler to gather dust. But when used correctly, they are more important than people realize. Core Values are your cultural guardrails. They are the only thing that keeps your culture on the road as you grow, scale, and evolve. Here is the secret: You don’t need to “create” your Core Values. They already exist. The trick is to uncover them and articulate them so they truly reflect the culture you actually have, not the one you wish you had. The Marketing Trap I recently worked with a client who had a finely manicured set of Core Values. They were plastered everywhere—the lobby, the website, the brochures. When I suggested we revisit them, I got pushback.
Women in Business
https://podcasts.apple.com/us/podcast/kristan-bishop-certified-eos-implementer/id1862240243?i=1000744948406
Self-Implementation: Four Things I Learned About EOS by Doing It the Hard Way
Here’s how it started for me: Over 20 years ago, I joined a scrappy New Orleans software company as a self-taught programmer. Just the founder and me…grinding it out, trying to build something. As the company grew, so did my role. I went from writing code to wearing pretty much every hat imaginable – sales, operations, eventually a seat on the leadership team. The founder and I developed this rhythm. He’d dream big and see possibilities everywhere. I’d figure out how to actually make those dreams happen and keep the trains running. We didn’t have words for it at the time, but we were living that Visionary/Integrator dynamic before we knew it was a thing. Then we both read Traction®. And it was like someone had written down exactly what we’d been trying to figure out on our own. We got excited. We got the leadership team excited. And we
Why Your Scorecard Isn’t Driving Better Decisions (Yet)
Most leadership teams I work with already have a Scorecard. They’ve chosen their numbers. They review them weekly. They even colour-code them. And yet, they still tell me the same thing. “We’ve got the numbers… but they’re not really helping us make better decisions.” That’s not because the Scorecard doesn’t work. It’s because it’s not being used the way it was designed to be used. I’ve seen this in my own businesses, & I see it every week in leadership rooms. The intention is right. The discipline is there. But the Scorecard isn’t quite doing its job yet. So let’s unpack why. What The Scorecard Is Actually For A Scorecard isn’t a report. It’s not a performance review. And it’s definitely not there to make people feel good or bad. The Scorecard exists to trigger conversations and decisions. It’s meant to tell you, early & objectively, whether the business is
Busy Meetings. Polite Nods. Same Problems.
Most leadership teams meet regularly. The intent is good. And somehow the same issues keep showing up.You can feel it in the room: lots of updates, polite nods, and unresolved issues that roll to next week. The gap is rarely commitment — it’s structure. Without a disciplined meeting rhythm, discussions drift toward sharing information instead of making decisions. Accountability weakens, and progress slows. That’s why EOS uses the Level 10 Meeting™: a consistent 90-minute agenda that protects leadership time for real work. A Scorecard anchors the conversation in objective data, Rock Review keeps quarterly priorities front and center, and IDS (Identify, Discuss, Solve) drives issues to the root so they actually get solved. A strong meeting ends with decisions, owners, and next actions — not more discussion. Question: Where is your leadership team spending time each week — but not making progress? Where is your leadership team losing momentum? —