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ORGANIZATIONAL CHECKUP
Create org checkup
you can survive hitting the ceiling by choosing a leadership team that possesses five core leadership abilities. Above all else, your leaders need to be able to simplify, delegate, predict, systemize, and structure. To the degree that you and your team apply these five abilities, you will grow to the next level. Let’s take a look at them one by one.
Long-term predicting is the forecast of everything 90 days and beyond. To do so, your leadership team has to know where the organization is going and how you expect to get there. You do this by starting with the far future and working your way back. What is your 10-year target? What is your three-year picture? Your one-year plan? What do you have to accomplish in the next 90 days in order to be on track?
You will have a human resource process, a marketing process, a sales process, an operating process, a customer-retention process, an accounting process, and so on. These must all work together in harmony, and the methods you use should be crystal clear to everyone at all levels of the organization.
Define all our Key Processes
You’ll learn how to use the Accountability Chart so that you don’t fall into this trap.
In summary, once you understand that hitting the ceiling is inevitable, you and your leadership team must employ these five leadership abilities to reach the next level: (1) simplify the organization, (2) delegate and elevate, (3) predict both long-term and short-term, (4) systemize, and (5) structure your company the right way.
The late Dr. David Viscott, author of Risking, wrote, “If you cannot risk, you cannot grow. If you cannot grow, you cannot become your best. If you cannot become your best, you cannot be happy. If you cannot be happy, what else matters?”
why The EOS Process did not work. It came down to a simple truth: The members of the leadership team weren’t growth-oriented, either internally or externally, nor were they willing to be vulnerable or open-minded. We accomplished very little because it was a constant battle to make decisions and discuss difficult issues. As a result, we both ended up dissatisfied. I now look for these warning signs in initial interviews with potential new clients. In many cases, I’m forced to help clients understand why they are not ready for The EOS Process.
Over the course of the next six chapters, you will learn how to strengthen the Six Key Components of your organization.
The process of gaining traction starts here. Clarify your vision and you will make better decisions about people, processes, finances, strategies, and customers.
Patrick Lencioni credits a friend who built an organization from a start-up to a billion dollars in revenue with the following observation: “If you could get all the people in an organization rowing in the same direction, you could dominate any industry, in any market, against any competition, at any time.”
In two sessions, the leadership team clearly defined their vision of who they really were, what they really wanted to do, and where they really wanted to go. In a very short time, they simplified the organization and freed up resources by shedding two of its services.
answering the following eight questions and filling out the V/TO, we will clarify exactly what your vision is. Let’s get started. The eight questions are as follows: 1. What are your core values? 2. What is your core focus? 3. What is your 10-year target? 4. What is your marketing strategy? 5. What is your three-year picture? 6. What is your one-year plan? 7. What are your quarterly Rocks? 8. What are your issues? Please note that it’s recommended that you try to answer all eight questions in a full one-or two-day off-site session.
Once they’re defined, you must hire, fire, review, reward, and recognize people based on these core values. This is how to build a thriving culture around them.
The following is the exact process all EOS clients follow for discovering their core values. First, schedule time with your leadership team. I recommend a minimum of two hours, preferably away from the office, as strategic thinking is always best done off-premises. In that meeting, you proceed as follows:
• The written word. It should be clear, concise, and directly to the point. My dad is fond of saying, “If I had more time, I would have written a shorter letter.” His point is this: Let every word tell. • Use we vs. I. Using
When your core focus is clear, you’re going to come to several important realizations. You’ll realize that certain practices, people, and, sometimes, entire divisions and/or product lines don’t fit into your core focus. As a direct result of this discovery, past EOS clients have gotten rid of entire departments and excelled as a result.
One common thread unites successful people and successful companies. All of them have a habit of setting and achieving goals.
What’s the moral of the story? If you try to please everyone, you’re going to lose your ass.
Rather than hiring marketers and consultants, he urges companies to draw on their own experience, core values, and core competencies (core focus). He urges readers to “stop solving your problems from the outside in.”
What do your ideal customers think is unique about you? Ask them—it’s a 10-minute phone call.
The ideal guarantee is backed up by a tangible penalty if you don’t deliver on it. Your guarantee must drive more business
discuss and ultimately conclude what has to be executed in the next quarter to put you on track for the one-year plan, which in turn puts you on track for the three-year picture, and so on.
This exercise can be done very quickly, in 15 minutes at most. Ask the team to think of the obstacles, concerns, and opportunities you face in achieving your vision. From there, let the opinions fly. Don’t sugarcoat them. Encourage an open atmosphere where they can all come out.
Wright person-wrong seat
What a great list for an accountability chart!
GWC get it one it and having the capacity to do it!
People must add value.
These categories should include items such as weekly revenue, cash balances, weekly sales activity, customer satisfaction/problems, accounts receivable and payable, and client project or production status, to name a few.
Scorecard template.
Issue solving : identify discuss solve
Great ideas on solving personal issues as well as solving corporate issues as well and prioritizing them.
Process es
THE HR PROCESS
The HR Process Outline
Evaluate the meeting afterward is a great reminder this is where the level 10 meeting comes in
One Thing. Each member of the team receives feedback from the others on his or her single greatest strength or most admirable ability and his or her biggest weakness or hindrance to the success of the company. The exercise is done out in the open, with the entire leadership team present. I believe the peer-evaluation methods that are conducted anonymously actually do more harm than good. This exercise has been done countless times with teams, and it always has produced great long-term results. Some clients have performed this exercise four years running at their Annual Planning Session, and
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The most productive outcome of the SWOT analysis is the Issues List. Once you have listed everyone’s opinions of the organization’s strengths, weaknesses, opportunities, and threats, you extract all of the relevant issues for the coming year and create an Issues List for the Two-Day Planning Session. This list, along with all additional issues added throughout the session, should be added to your Issues List for the next day’s Issues Solving.
The Scorecard review is the leadership team’s opportunity at a high level to examine the five to 15 most important numbers in the organization and to make sure they are on track for the goal.
