With the holiday season upon us, it seemed like an appropriate time to ask clients and users of EOS® (the Entrepreneurial Operating System) about a “few of their favorite things” when it comes to using the system. Brown paper packages tied up with string aside, here’s what they had to say:
“The laser focus it (EOS®) places on your business has helped us hone in on our strengths, purpose, abilities, etc. And the totally objective accountability measures helps hold employees and yourself accountable in a much gentler way.”
-- Kathy Wickstrom, CEO
Getting clear on your company’s vision is no small feat, so let me comment on the first part of Kathy’s answer. There are really two parts to creating clarity on the vision front.
The first part is about taking time to articulate things like your Core Values (the short list of characteristics or traits that make up the fiber of your organization’s culture that everyone is living by); your Core Focus (answering the questions of WHY your organization exists, and WHAT your organization does); and honing in on your marketing strategy (understanding your ideal client, and identifying what you do better than anybody else). It may sound easy, but I’m talking about really getting dialed in on these.
The second part of creating clarity is making sure that everyone in the organization is on the same page with every aspect of the vision and strategy. Everyone. Repeatedly. Those messages need to be reinforced over and over again to help keep the focus clear. If you take a “one and done” approach, you might be surprised how easy it is to steer off course.
The EOS® model has a system for ensuring that the vision and strategy of an organization are carried out by creating a meeting pulse (structured weekly and quarterly meetings) used at every level of an organization. Enter accountability...the second part of Kathy’s answer.
Every quarter, teams within an organization identify what the top priorities are for the next 90 days and then commit to getting them done. By checking in with each other weekly, it helps hold everyone accountable to these commitments. It’s not personal. It’s not micromanagement. It’s not a question of trust. It’s just a way to help each other stay on top of the priorities. I like to think of it as a shot of encouragement each week from your team.
Thanks, Kathy, for your insights. Here’s to a GREAT 2019.
Curious about what others have to say?
I'll share a post each week, so stay tuned!