|Special topic for EOS Integrators|
In recent meetings with a few clients—in one case doing a lunch and learn with some key managers around the L10 Meeting™—I have realized that a key learning has been missed. The concept of cascading L10 meetings has transformed into a belief that everyone has to be in an L10. In some cases, even every meeting must be an L10.
Here are the basics, and I go back to the Organizational Check-up that we review at every annual:
Question 13: Everyone is engaged in regular weekly meetings.
The concept is that we use great meetings to keep everyone connected to the changing priorities of the business and provide an opportunity for messages and issues to be quickly cascaded up and down your accountability chart.
Some meetings will not fit the L10 format and that is okay, just review the points made in your Off-Line Meeting Track tool and make sure that it is still designed to be a great meeting for all attending.
If I can ever be a resource for your team please let me know – I love the interaction and it helps me hear what is working and not working in helping the leadership team achieve EOS Mastery.
Lead well . . . . ~ Scott
The one position that I see the most incredible growth in is the Integrator. It is also the one role that I am sometimes too easy on as an implementer, which I have been working on correcting for the last year.
The two themes you will hear a lot from me are 80% Rock completion and same page meetings. Here are 6 key areas all current or future Integrators need to make sure their team masters (if mastery is not happening, I urge you to look in the mirror first…):
- Regular same page meetings with the visionary: You define ‘regular’, but the feedback I get is at least every 2 weeks and weekly in critical times
- L10 meetings that are routinely a 9 or 10
- 5-5-5 Feedback sessions with the leadership team
- LMA checklists: Yes on all items for each leader, especially you!
- Your VTO being shared EVERY quarter with everyone
- Core documents always updated and accurate, plus constant pressure to be great (VTO, Accountability Chart, Rock sheet/plans, L10 Agenda, and Scorecard)
Your role is important. But remember – the 6 things above don’t have to be done by you alone. Sometimes the Integrator is not great at meetings, so you get someone else to run them. The Scorecard is often owned by the most detailed-oriented (high fact-finder) member on the team, and sharing the VTO is often done by the passionate Visionary.
As you end this year and look to improve in your role next year, look in the mirror and ask yourself if these are being done. If not, commit to making sure it happens.
A mentor of mine has taught me that leaders create conditions where accountability can happen. Since learning that I have caught myself saying hold people accountable, and I realize that one you do with people, and one you do to people, so they are very different! We create the conditions with our actions, repeated often.
In the situation I referenced above, the conditions of accountability also came with supportive statements like “How can I help?” Seeing these outcomes, and looking in the mirror myself, has resulted in a personal change of becoming stronger in creating conditions where you feel challenged to be your best. Also, it will always be followed by the next important words: “How can I help?”
I’m offering regular support on your journey toward people-centered leadership, with weekly reminders and a free coaching session. Bookmark this page to enroll on an experience when needed.
Managing chaos is hard.
In working with entrepreneurial leaders and leadership teams, the word ‘chaos’ is often touted as ‘whatever it takes’ or ‘do the right thing’ or ‘act like a superhero’. If you think these sound like values, you are correct. My reason for sharing it is NOT to encourage you to disregard your values.
Let me take you back to your 90-Minute Meeting and repeat what I said about strengthening your Process component: “Your handful of core processes define your business model. These are the key things that need to be executed on every day, and if that is done your business will become more profitable, more manageable, and honestly more FUN to lead.”
A defined process tells you where the organization needs you to contribute and also tells you what to expect the organization to do when you move on to the next thing. It also gives you measurables that allow you to watch the progress and health of the organization without having to dive in the details.
Processes help all of your leaders see what they are accountable for and allows you to delegate and focus your energy on helping them get unstuck when things stop working. They also help you manage the tension between groups that might see a process differently. Have you ever heard sales pushing for closing a deal and operations arguing about design or deliverables as not being realistic?
Defining core processes and measurables are part of the big 3 because strengthening these will provide a host of benefits to your organization. I have seen six-figure cost (and profit) impacts as well as leaders saying “I finally understand what my job is.” I have also seen RP/RS issues when a leader cannot demonstrate the GWC of their role by defining and implementing a core process. When an organization fixes that, things like growth and diversification start happening.
Finally, don’t forget the same page meeting. Maybe a good topic for your next one is to spend some time thinking about your process component.
Tips to get started: I have designed and delivered a workshop that takes 45-60 minutes per process to arrive at a draft definition, and another 30 minutes to draft measurables. I would be glad to demonstrate it to you if it would help you strengthen this key component in your organization. Get in touch if you would like to explore this option.
Resources launched for you
If you need extra support, take a look at these three guided journeys I’ve developed to help coach leaders to success in some of the fundamentals:
- Implementing a clarity break
- Getting to know your team (I call it People-Centered 101)