EOS Q&A – Volume 1, September 2016

Question: Cascading Messages

What has been most effective in cascading messages from EOS® throughout your company? What tools or techniques have you used to ensure everyone understands the message and how to leverage it in their own work?  ~ Visionary

Answer 1: (from an Integrator)
Cascading messages are hard for us because of the various properties and locations and needs. A typical process for us would come from our L10. I would inform the team and answer any questions that came from our GM (General Managers that run individual properties). It is the accountability of the GMs to cascade the message to the appropriate parties at their property. We give it to the GMs because some of our properties are limited service and some are full service – so they know best who needs what information. It has worked well for us because the GMs buy into the program (EOS) so they understand the value and their role in cascading messages.

Answer 2: (from an Integrator)
We are really disciplined about hitting the cascading messages as part of the wrap-up. If there are more than a couple we write them on the board and people take pictures so they have them. We also use the To Do list to capture significant messages that we want to make sure get shared. Luckily our L10 is in the morning so it gives us the afternoon to make sure information gets out. Because we have different shifts and locations, the other thing we have learned to do is indicate how it will be delivered – email, face to face, or phone call. From a culture perspective we like face to face, and by talking that through it helps us use other ways to communicate when it makes sense.

Answer 3: (from a Leader – Accountability for HR)
The entire EOS process, especially Level 10 meetings, is driven from the top. To model that, one of the things I will occasionally do is to sit in on others’ L10 meetings to ensure that IDS is effective and to watch/listen to ensure that cascading messaging is happening.


Question: Knowledge & Effectiveness Using EOS®

Currently I have used the CDs and explaining/using the foundational tools (L10 meeting, Rocks, VTO) to educate my team on effectively using EOS. What other things have you found effective in building your teams’ knowledge and effectiveness using EOS? (To clarify – focus is the next level of leadership/team members that are not in the leadership L10).  ~ Leader – Accountability for Operations

Answer 1: (from an Integrator)
Here are a few things we do intentionally with our team to build knowledge of EOS, and it is a combination of learning, applying it, and watching how other organizations share their story (with the EOS piece embedded in it). Each of these is intended to spark a conversation with our team members:

  • We distribute the book (Get a Grip) to anyone who wanted to read it.
  • We have watched several videos about EOS at staff meetings. Many are as short as 2 minutes. Here is a values example from another EOS company that we use to spark conversation.
  • We had a fabulous Core Values kick-off day. Limo ride, experiential learning (cooking class), take home gifts, etc. It made everyone feel special and part of the team.
  • We did a hands-on Core Niche and Passion workshop (where we used 3-D blocks to demonstrate what our niche and passion mean).
  • We review our 5 Company Rocks at every single weekly staff meeting.
  • We review the accountability chart – and in fact, have each team member review their core accountabilities. Creates ownership.
  • We made a Core Value video to share at an annual meeting – this was done for $120.
  • We did our first ever overnight staff retreat prior to our 2-day annual. The content was centered around EOS principles. Included fun and tangible “stuff” to demonstrate core values, for instance. Everyone knew their input was going to feed directly into the Leadership Team 2-day annual.

Answer 2: (from a Visionary)
We sent one of our leaders around the organization to sit through the different level 10 meetings. This gave us a chance to observe, give feedback, and ensure we were practicing L10s in the most effective ways.

Answer 3: (from an Integrator)
We use a number of tools, and really depend on the many resources EOS Worldwide makes available. The book Traction is a great start. We have found that having them read Traction is a great foundation. It talks about RPRS and how after the team is rowing at full speed, onboarding the new person to the process is a challenge. We also take advantage of the many EOS YouTube videos. One of our favorites is the explanation of the L10 meetings. Here is a video that all new managers watch.

Answer 4: (from an Integrator/Visionary)
Use it as a recruiting tool for new leaders. Here are some things we do:

  • Buy candidates the book (Traction) and ask them to read it to get to know how our organization works. Have also just mentioned the book to leadership candidates and watch to see who took the initiative to read it on their own.
  • Prefer timing leadership hires 2-4 weeks before a quarterly – try to avoid having them start right after a quarterly. Quarterly sessions are great onboarding and team building for them.
  • We do an offsite dinner with spouses once a year. When we hire a new leader we like to do this within a month or two of them starting as a trust building event for the team.
  • Weekly one-on-ones – do them religiously and use them to educate as well as support individuals in their work. It also serves as time to review parts of EOS and model how to use the process for effective LMA.

Answer 5: (from a Leader – Accountability for HR)
One of the ways we teach the EOS tools is to go and observe L10s. I will watch and then coach them after the meeting on what went well, and what needed to change. Frequently, I find that I am discussing with them the importance of “No Discussion,” avoiding tangents, and effective IDS that results in meaningful “To Do’s.” This is also a powerful way to model delegate/elevate because the key part of EOS is to let people do and then help them get better through honest feedback designed to improve their performance. I also frequently use RPRS, People Analyzer, Elevate and Delegate tools with the managers as part of my work.