Delegate & Elevate™

Delegate & Elevate™

As an EOS® leader, you delegate in order to elevate your activities to the best use of your time and talents. It’s not easy to give up control. Unfortunately, you can’t grow unless you do exactly that. There are two approaches to delegation. The easier approach is to delegate an activity. This is transactional and includes everything from single tasks to large-scale projects.The more difficult, and more impactful, approach is to delegate responsibility. This is when you give someone full responsibility for an ongoing activity or role. The Six Components of EOS provide an important checklist for leaders when they choose to delegate a responsibility: Vision. Are you clear about your expectations? Are you providing direction in writing?People. Will the responsible person and their entire team succeed? Do they get it, want it and have the capacity to do it (GWC™)?Data. Are there metrics in place to give you confidence that the responsibility is being handled successfully?Issues. What are potential issues, based on historical experiences and current variables?Process. Does the person understand the processes related to the responsibility?Traction. Is there a transition plan in place, with milestone meetings, to ensure a successful hand-off? Are priorities established along the way? It’s not easy to delegate responsibility, but your up-front investment is directly proportional to everyone’s long-term...
This is Hard Work

This is Hard Work

A colleague recently recommended a book to me: The Conviction to Lead by Albert Mohler. He makes a compelling, faith-based argument for having 100% conviction about being a leader. In my experience with leadership teams, there are five areas where leaders – being human – let things drift. It’s hard for us to walk the talk. Getting Rocks done: Being busy is no excuse. Everyone is.Leading by example in Level 10 Meetings™: Being on time, following the agenda, keeping the focus.Staying committed to Quarterly Conversations™: It’s easy to delay or skip them all together.Being accountable and holding others accountable: Not always easy, but critical.Making Decisions: A wrong decision is better than no decision. We need to practice and master skills in each of these five areas. But that’s not enough. Equally important, we need the conviction to stay the course. As always, employees pay more attention to what we do than what we...
Command Performance

Command Performance

“Meetings are where the magic happens” says Gino Wickman.  The agenda for the weekly meetings in the EOS® system is a powerful tool that is guaranteed to get better results from meetings at any level of the organization. The ultimate key to success, however, is the willingness of leaders to be open and honest, not just “check the box” in their participation. In his online book Decide, Wickman lists 10 Commandments for making decisions in meetings and being open and honest. Thou shall not rule by consensusThou shall not be a weenieThou shall be decisiveThou shall not rely on secondhand informationThou shall fight for the greater goodThou shall not try to solve them allThou shall live with it, end it, or change itThou shall choose short-term pain and sufferingThou shall enter the dangerThou shall take a shot The leadership teams of my EOS clients have seen great performance improvements from being brave and “showing up”with each other.  By the way, Decide is a quick read at only 34 pages. It’s full of nuggets. Get...
Glass Half Full

Glass Half Full

Glass Half Full There are six ways to generate enthusiasm, positivity and commitment in your organization: Inspire others by articulating your future and aligning employees with the same visionThrive at work by surrounding yourself with great peoplewho take ownership of what they doSleep better at night because you know your numbers and dataResolve the most important issues once and for allReduce stress and drama with disciplined processes that define how you run your company and are followed by everyonePredict your future by creating it: establishing priorities and fulfilling them, thereby creating traction as a normal course of business. These mirror the Six Components™ of the EOS® system. They also reflect an optimistic view of the world, because EOS is about expecting success. All of my leadership teams lead with optimism about the future. Not Pollyanna fluff, just solid expectations grounded in reality and executed with discipline.  As leaders, we make the classic “the glass is half full or half empty” choice of how we see the world. If you choose “half full,” EOS will help you fill that...
A Seat at the Table

A Seat at the Table

A Seat at the Table Engaged employees want a “seat at the table.” They care about the company and want to participate in making it better. It’s the leader’s responsibility to set that table. EOS® offers a proven method for how. For the senior leadership team, that means 90 minutes every week on the same day, at the same time, starts on time, ends on time, and has a fixed agenda.  For other teams, the agenda and frequency of the meetings may or may not be the same. However, they are always regularly scheduled and driven by the unique needs of that team.  Regardless of format, the key guidelines are simple:  1/3 of the time is spent sharing information that’s important to attendees, not just the boss)2/3 of the time is spent solving important (to them) problems with an effective, disciplined methodology (IDS™).There’s a strong facilitator who may or may not be the boss No useless updates, no boring status reports, no unfocused venting. Just solid information sharing and problem solving. What’s not to like about...