One of the first things an EOS Implementer™ does when working with clients is to determine the right structure for the organization using the Accountability Chart. While this can be a straightforward exercise for your senior leadership team, some of your team members may have difficulty when it's time to build out the Accountability Chart for their own departments.
Here are a few tips to help you navigate this process with your team.
In recent quarters, I’ve had four clients with the same issue.
In each case, the leadership team was puzzled and felt stymied. The companies had been running on EOS® for about a year and a half and during that time, they had experienced big growth in revenue and profits. But then it stalled out without …
About six months ago at an EOS® Quarterly Collaborative Exchange™, the community discussed the concept of The Reverse Accountability Chart. The purpose of the tool is to prepare your organization for an economic downturn.
Most organizations don’t know how to prepare for a recession and they become paralyzed. By teaching our clients The Reverse Accountability …
Knowing which employees really “belong” in your company is a puzzle.
Life and business go smoothly when your people fit your company’s culture (“Right Person”) and sit in seats that they’re ideally built for (“Right Seat”).
On the flip side, the cost of getting it wrong is also very real. So how do you know if you have the Right People sitting in the Right Seats?
One of the toughest obstacles for a leadership team of a company to overcome is “vulnerability-based trust” where it’s safe to have conflict and take risks rather than fear them. It’s human nature to avoid uncomfortable or risky situations.
Sure, there are people who are calm, cool and collected when the heat rises in a meeting but most become quiet or at least wait till someone else breaks the ice.
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