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That you could have great employees at all levels who share your vision, communicate with each other, solve their own problems, and demonstrate accountability?
have the potential to scale up
is simple, but not simplistic.
growth-oriented, willing to change, and willing to be vulnerable (as in being open-minded, willing to admit weaknesses, and willing to face reality). If that describes you, you’re starting with everything you need.
On average, my clients’ businesses grow revenue by 18 percent per year.
reach out to us, as we now have a complete online support platform to help the many thousands of leaders in our community at no cost.
Successful business owners not only have compelling visions for their organizations, but also know how to communicate those visions to the people around them. They get everyone in the organization seeing the same clear image of where the business is going and how it’s going to get there.
Are your staff all rowing in the same direction? Chances are they’re not. Some are rowing to the right, some are rowing to the left, and some probably aren’t rowing at all. If you met individually with each of your employees and asked them what the company’s vision was, you’d likely get a range of different answers.
crystallize your 10-year target, three-year picture, and one-year plan.
the right people in the right seats
who shares your core values.
Once you have the right structure in place, you’ll be able to focus on putting the right people in the right seats.
They must get it, want it, and have the capacity to do it.
rely on a handful of metrics
Scorecard is a weekly report
enable you to have a pulse of your business on a weekly basis, predict future developments, and quickly identify when things have fallen off the track.
quickly spot and solve problems as they come up as opposed to reacting to bad numbers in a financial statement long after
Everyone will have a clear, meaningful, and manageable number that he or she is accountable for on a regular basis.
Successful organizations see their Way clearly and constantly refine it.
Have you documented the way you want everything done in your organization?
Rocks, which are clear 90-day priorities designed to keep them focused on what is most important.
what makes for great meetings, namely conflict and resolution.
questionnaire online at www.eosworldwide.com /checkup
In summary, successful businesses operate with a crystal clear vision that is shared by everyone. They have the right people in the right seats. They have a pulse on their operations by watching and managing a handful
of numbers on a weekly basis. They identify and solve issues promptly in an open and honest environment. They document their processes and ensure that they are followed by everyone. They establish priorities for each employee and ensure that a high level of trust, communication, and accountability exists on each team.
achieving over 80 percent will turn your company into a well-oiled machine.
common frustrations
If you’re not happy with the current state of your company, you have three choices. You can live with it, leave it, or change it.
To be truly ready for this change, you must be willing to embrace the following four fundamental beliefs: 1. You must build and maintain a true leadership team. 2. Hitting the ceiling is inevitable. 3. You can only run your business on one operating system. 4. You must be open-minded, growth-oriented, and vulnerable.
build a team of people that define the company’s vision with you.
As goes the leadership team, so goes the company. Your leadership team must present a united front to the rest of your organization.
In your company, there can be only one answer,
If your organization needs an internal transformation first, be honest with yourself and spend the next one or two years growing internally and honing your business model so it can support external revenue growth.
Above all else, your leaders need to be able to simplify, delegate, predict, systemize, and structure.
This entails streamlining the rules you operate under as well as how they’re communicated.
“No further progress and growth is possible for an organization until a new state of simplicity is created.”
Be prepared to “delegate and elevate” to your true god-given skill set.
The responsibilities that you delegate to other people have to be tasks that you have outgrown.
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?
Long-term predicting is not really about foretelling what will happen; it’s making a decision about what you will do tomorrow based on what you know today.
Systemizing involves clearly identifying what those core processes are and integrating them into a fully functioning machine.
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.
Your company needs to be organized in a way that reduces complexity and creates accountability.
the structures of most small companies are either too loose or non-existent. Many of them have structures governed by ego, personality, and fear.
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.
YOU CAN ONLY RUN YOUR BUSINESS ON ONE OPERATING SYSTEM You must have one abiding vision, one voice, one culture, and one operating system. This includes a uniform approach to how you meet, how you set priorities, how you plan and set your vision, the terminology you use, and the way you communicate with employees.
You cannot build a great organization on multiple operating systems
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?”
When your arms are folded, the wall is up and there is no getting in.
