EOS® for Everyone: How You Can Get to All Yes’s on LMA

EOS® for Everyone: How You Can Get to All Yes’s on LMA

As you look to 2020, consider the perpetual challenge for all leaders working in an EOS organization – Do you want to be a GREAT leader?

Remember the statements I shared in the 90 Minute Meeting about the assumptions we make about leaders? The two assumptions we make about leaders in EOS are:

  1. You genuinely care about your people
  2. You want to be a GREAT leader

If either of these are no, then likely the organization needs you to look for another seat.

Are you pushing yourself to be a GREAT leader? Prove it – give me two things you are doing outside of working in the business to become a more effective leader.

The good news is, in EOS we have something called LMA, which stands for Leadership + Management = Accountability. In addition, we give you checklists for both leadership and management (pp. 20 – 21 in the Toolbox tab of your orange binder) and a measuring system of yes or no (with feedback from your people). I can almost guarantee if you have some open and honest conversations, one of these will be a No and give you something to work on.

We also have the Back to the Basics checklist (p. 33 in the Toolbox tab of your orange binder) that helps you analyze why your Rock % is low, why your team is missing key metrics, or why you just feel a little out of control or unbalanced in your work/home life. The answers to these questions actually translate into key skills you might need to acquire with some outside training. (Call me if you want to talk through this.)

As you head into 2020, take some time to reflect on whether you put the necessary effort in to being a great leader in 2019? If not, take a look at both of these checklists and identify a couple of focus areas for 2020. We will do some of this work in an upcoming annual with the Team Health/1 Thing exercise, but why wait?

As always, how can I help?

(Top tip: If you are looking to do some leadership development with your managers, look no further than these lists!)
 

Book studies are also a great way to learn; here are 6 simple books that will provide input to help you become a GREAT leader:

Extra support:

Working on listening at the heart of being a great leader?
Here are some blog posts + TED talks to help:

EOS® for Operations: The Importance of Meeting Rhythms

EOS® for Operations: The Importance of Meeting Rhythms

In most organizations, your role has the most direct reports, the most key measures on the Scorecard, and – along with the sales team – the most pressure on it when the organization is not meeting financial targets. As a result, mastering the EOS tools and cascading them is really important for you and your team.

Have you cascaded the EOS meeting rhythm to your team?
This includes:

  • Weekly L10
  • Quarterly Planning
  • Annual Planning

If the answer is no and you have been doing EOS for over 18 months, my next question is: Why not?

As your company grows, your role will grow – and probably faster than any other area because you are at the heart of the product/service your company delivers. Your ability to delegate and elevate with your leadership team will allow your team to grow along with you. If you would rather stay in a more hands-on role, that is also great too if that is your unique ability. It takes courage to have that conversation. I have seen it happen twice, and it made everyone happier and more successful.

As we head into annual season for many of you, expect me to ask this question. If you aren’t doing it yet, it is time to start. As always, how can I help?

(PS: If you want to connect with leaders already doing this well, let me know and I will be glad to connect you.)

Extra Support:
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.

EOS® for Integrators: The 6 Key Areas You Need to Master

EOS® for Integrators: The 6 Key Areas You Need to Master

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…):

  1. 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
  2. L10 meetings that are routinely a 9 or 10
  3. 5-5-5 Feedback sessions with the leadership team
  4. LMA checklists: Yes on all items for each leader, especially you!
  5. Your VTO being shared EVERY quarter with everyone
  6. 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.

Learning from Others:
I had a team go from sporadic Rock performance to straight 100%.
The difference?
A new Integrator that created a stronger sense of accountability within the team. The feedback from the team – thank you!

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?”

Extra Support:

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.

EOS® for Visionaries: The One Thing ALL Visionaries Need to Do

EOS® for Visionaries: The One Thing ALL Visionaries Need to Do

I teach and coach in a leadership development program through a company founded by Paul Doyle, a leader who I both like and respect. It is the one piece of non-EOS work I kept after I ‘burned the boats’ last year, and that is only because I like being around Paul. Hopefully you have a Paul in your circle.

In a recent class, he shared some of the wisdom of doing management by walking around. As a Visionary, your eyes see things differently than the Integrator or the other members of the leadership team, so give yourself a chance to go connect and observe.

Here are four things that Paul Doyle shared with a group of leaders that will help your walks provide a great return on time:

  1. Make the focus on learning, not problem solving (let people fight through their own problems – don’t direct them on how to fix it)
  2. Listen more than you talk
  3. Spread time equally over the whole organization, don’t just go to problem areas
  4. Comment on successes as often as you comment on problems

You know something is broken when people start saying things like, “Oh no, here he/she comes!” The Visionary is most often an owner too, so remember to take the owner hat off, get to know the people, and make sure they know this is your listening time to just check in and learn from the experts – them! The only way to work through the fear this new habit might generate is to just do it well for 6-12 months.

Don’t let fear of not knowing names, hating ‘small talk’, or not wanting to end around on the integrator keep you from spending time in the business with the people that run it each day. If you do it right, you stay connected, the people are inspired, and the learning will help you build a great culture and company.

As always – let me know how I can help if you have some restraining forces that need to be overcome.

Extra support:
If you’re not already taking weekly Me Time, I suggest you enroll in my Me Time for Leaders learning journey. Schedule this weekly time in conjunction with your walk around to allow you quiet time to digest what you learn and make notes to help you later. Find out more about this learning journey here.

EOS® for Everyone: Retention Strategy – Cascading EOS Rhythms

EOS® for Everyone: Retention Strategy – Cascading EOS Rhythms

Lots of companies are talking about retention strategies for their people. As an EOS company, here is a case for why doing EOS really well and cascading it is the best strategy for keeping your people.

The Gallup organization came up with 12 questions that assessed an organization’s strengths in customer satisfaction, profitability, productivity, and employee turnover. The four questions they ask that statistically tie to turnover are:
Q1 – I know what is expected of me at work
Q2 – I have the tools I need to do my job
Q3 – I have an opportunity to do what I do best
Q5 – Someone at work cares about me as a person
(Here are all twelve questions)

If improving retention/engagement is a goal for 2020, here is how the EOS rhythms will help:

 Q1 –
Expectations
Q2 – Needed ToolsQ3 – What I do bestQ5 – Cares
about me
100% RP/RSX XX
Quarterly
VTO sharing
XX X
Weekly L10XX X
MeasurablesXX  
Qtrly 5-5-5XXXX
RocksXXXX

The power of cascading these tools is that, if done well, it becomes a powerful tool to keep your entire team engaged in their work and contributing at a high level.

Extras:

  1. A great post about clarity breaks from one of my partners – Mike Kren at BizStream
  2. A quick video around Daniel Pinks book – Drive that gives a simple answer for What motivates people? I would point back to the EOS tools as actions that make this happen.
EOS® for Finance: Developing Financial Literacy in Your Organization

EOS® for Finance: Developing Financial Literacy in Your Organization

This is a note especially for those in the Finance seat.

Remember when we did the cash flow drivers tool?

In my experience, half of my teams roll their eyes like they don’t need it. I can only think of one team who told me there was no/little value in the activity.

My questions to you:

  • What is the financial literacy of your leaders?
  • What do you do every year and/or with every new hire to continue to build it?

In a past role, I spent five months of my life taking leadership teams through a financial literacy/cash flow activity. It was an 8-hour class, averaging 15 people per class, and I trained over 1,500 people across the US and Mexico. I will never forget when a plant manager told me, in an excited voice, that he finally understood EBITDA! The irony was that was a key metric in his bonus, and he did not really understand it. That experience taught me never to assume financial literacy and how it is such critical knowledge for the front-line leaders to possess so they can understand the CFO and make great business decisions.

Question for 2020: How are you assessing/building financial literacy in your leaders?

I encourage you to do the 8 cash flow drivers with your leaders and find other ways to repeat that learning event in creative ways. I would be glad to help co-facilitate it if that would help, and I have a few other ideas that I have seen work if you are interested.

Extra Tips:

EOS® for Visionaries & Integrators: Tips for Planning a Great Annual

EOS® for Visionaries & Integrators: Tips for Planning a Great Annual

As we approach year end, it’s a good time to think about your 2-day annual planning. Here are a couple of tips based on feedback from my EOS partners:

  1. Get out of town: I consistently hear great feedback from teams when they do an overnight, even if it is just from Holland to Grand Rapids or Grand Rapids to Holland – they like being away and relaxing together.
  2. Plan some fun: Do something together that is just relaxing and creates some stories. One team went to Chicago and saw two plays – the first on night 1 and another after they finished day 2. Whether it is a comedy club, feather racing at a local pub, fishing/skiing, or just a nice dinner together, do something fun. This planning can also be delegated because every team has a person with the unique ability of planning fun.

It will be on the agenda for our quarterly, and I encourage you to sell it to your team and get them excited about it. I am here to serve, so let me know how I can help.

Extra Tips
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.

EOS® for Everyone: “Once you stop learning, you start dying.”

Albert Einstein famously said this, and it is particularly meaningful for the message I want to pass on to EOS leaders. Your #1 goal is learning.

The target market leader that thrives in EOS is entrepreneurial, growth minded, and open minded. Growth minded is simply someone who wants to be their best, and becoming their best means they are hungry for learning. A key part of this is demonstrating vulnerability-based trust by acknowledging when you don’t know something.

To be open and honest with you – I have not been great about pushing the reading list as part of implementing EOS. My mental excuse is that I see you being so busy that I have held back. But reflecting on this decision, I have let some of you who are not hungry enough to ‘be your best’ off the hook and for those of you who are hungry to learn, I have not helped you with key books that will deepen your knowledge of and skill in using the key EOS tools. As I take on new clients, that is no longer the case!

Here are the books that allow you to take a deeper dive into key EOS topic areas:

I also have some resources specifically around delegation, career development, overcoming loss, managing negative talk (in your head), managing conflict, effective communication, and lean thinking. Please contact me if you have a learning need.

I have watched with great joy the hunger for learning how to lead to growth which has allowed leaders to increase their own capacity (GWC) in their role to meet the needs of a growing organization.

I have also seen the effects of just working hard and not focusing on increasing knowledge and skills through learning. The impact of that is more subtle, but the result is leadership in a seat that becomes less proactive and more reactive.

One of the EOS values is Grow or Die, and I am constantly challenged by an amazing group of people to do this – you. My ability to be effective in my role requires me to get smarter faster so that I can effectively assist in handling some difficult situations. It is why I get on a call with 24-36 implementers every Monday to gather/share wisdom, why I read, and why I continue to do some non-EOS work to gather experience that makes me more effective for you.

Are you purposefully growing or stagnating?

Here are three things you can do today to start growing:

  1. Read How To Be A Great Boss again and commit to getting to all Yes answers.
  2. Start reading one list from the book and commit to completing the reading list this year.
  3. Set up a 30-60 minute call with me and let’s customize a plan based on where you are and where you want to go.
EOS® for Sales: Your Sales Process

EOS® for Sales: Your Sales Process

This is a note especially for those in the Sales seat.

My rock this quarter was to implement Pipedrive – a CRM tool – so I have been thinking a lot about the Sales seat I sit in on my own accountability chart.

EOS tries to keep this simple for you as the Sales leader by giving you two basic tools to help you focus your energy and build a more sales-focused ‘organization’ to support your work:

  • Tool #1 – Sales Department Check-up (p. 36 of your leadership team manual): This one-page checklist defines all of the most critical pieces of a healthy and effective sales organization. It is simple – read the statement and check the box if that is in place and SBA or FBA. A more effective way to use this is to get input from your Integrator and/or sales team on each item. Any non-checked boxes or disagreements are issues that need to be resolved.
  • Tool #2: Defining your sales process and measurables that need to be tracked to help you see what needs to happen. My story on this was a recent period of time where Emily (my admin lead) and I had not had an L10 in 4 weeks. During an L10 we did an IDS on the pipeline by opening my CRM and reviewing all the companies in the pipeline that were new and all of my clients that were in Mastery Journey pipeline (where all of you are that have completed the VB2 session). This helped us look at every client and decide what needed to happen to keep the experience on track and/or move them in/out of the pipeline. It took 20 minutes, but the result was a new closed deal and 2 scheduled 90-Minute Meetings. It also highlighted that my measurables need to be more defined so I can see the health of the process without having to take a deep dive on it.

I see too many sales leaders trying to keep the sales process hidden or vague, whether on purpose or because you don’t GWC that part of your role. I have only met a few sales leaders who possessed the unique ability to define and implement a sales process. If this is not your unique ability, get some help! When this critical work gets done, it provides the opportunity to build a sales organization where everyone is working on sales. This allows you to focus your unique abilities on the pieces you do well and delegate much of the other work.

Tips for building your sales process: 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 be interested in exploring this option.

EOS® for Visionaries & Integrators: The Big 3 – Core Processes / Measurables / Same Page Meeting

EOS® for Visionaries & Integrators: The Big 3 – Core Processes / Measurables / Same Page Meeting

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.”

For Visionaries:
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.

For Integrators:
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:

  • Onboarding
  • Implementing a clarity break
  • Getting to know your team (I call it People-Centered 101)