Topic: Core Values

After your senior leadership team has mastered the Entrepreneurial Operating System^®, there comes an exciting – and maybe slightly scary – milestone in your implementation of EOS: it’s time to teach the rest of the company how to do it. We call this the “rollout,” and it begins when your leadership team works together to help next level leaders, managers and supervisors begin using EOS foundational tools in their departments or teams.

Whether you do your rollout to one layer of management at a time or to everyone all at once, there are a few things you can do to make sure the process goes as smoothly and successfully as possible.

Millennials get a bad rap, but are they really that different from any other generation of people?

When I stopped to think about the common millennial characteristics we hear about so often, I realized how many of those same traits are also prevalent among entrepreneurs. How we outwardly demonstrate these traits may look different, but at the core our values are shared. I believe this is an opportunity for tremendous results if managed from a place of shared values and effective communication.

I recently proposed to implement EOS for a large business in a big city. As sometimes happens, the potential client was interviewing another EOS Implementer, as well, and each of us was aware that this company was talking to the other.

In fact, before either of us actually met with the company, we each let the other know when we had spoken to this prospect. We talked together about what he is looking for in an Implementer and how we might be able to help him. We even agreed that we should go after clients together more often because it’s fun!

The camaraderie and spirit of cooperation that exists among EOS Implementers showed in our talks with our potential client, and I could tell he found it a little puzzling. After a few interactions, I received an email from him saying, “I’m curious. It doesn’t appear that the implementers care which one we use. How was that culture developed?”

You may have inherited, hired, or promoted people who you’ve recognized and rewarded for exceptional production and output—only to hear rumblings that they’re getting those results in ways that damage your company’s reputation, aggravating fellow team members and undermining everything that you’re trying to accomplish for the long term. These are usually me-first versus we-first people who put their interests before the Core Values of the organization.

In the meantime, they continue to produce results, but they get those results in ways that go against the company culture. In other words, while they are highly productive short-term, they’re killing your company long-term.