Effective leaders need to devote time to providing support and accountability to their people for optimal team health and performance. When leaders also have to serve as working managers in the organization, they can’t devote that necessary energy to their teams.
When many people think about family businesses, they associate them with fragility. After all, big-box stores shuttered countless mom-and-pop shops on Main Street, right? In my experience, this line of thinking doesn’t hold water. I’ve found that most family businesses are agile, not fragile.
Instead of just trying to “make” someone accountable, you can create an environment of accountability as a leader. Every leader with direct reports is responsible for leading, managing, and holding their team Accountable (LMA™). By leaning into the EOS® Tools, you can learn how to do this effectively.
In 2015, Brian McManus, Visionary and current owner of HGC, found himself in an interesting place. Former owner and second-generation leader of the family business Larry Hoopaugh had begun transitioning into retirement, and Brian just wasn’t having fun at work anymore. “From a net profit standpoint, 2015 and 2016 were the most profitable years in … Read more
I have a little ritual with my clients I’d like to share with you. At the start of an annual, quarterly, or Focus Day™ session, I write GGOTO on the whiteboard at the front of the room. What the heck is GGOTO? It stands for the greater good of the organization.
During the past quarter, I kept running into a strange situation that surprised me. I had the same conversation with three leadership teams of family businesses. All three family businesses wondered if all departments should follow EOS concepts when a company runs on EOS.
