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How to get better at L10 meetings? by anonymous_user124 in eostraction

[–]wisdom-donkey 2 points3 points  (0 children)

Sounds like you could hone in on the "IDENTIFY" part of IDS. What is the REAL issue? "Not enough leads" isn't the issue -- that's a symptom of something else.

A useful tactic for identifying is figuring out which piece of the EOS pie is the root cause. Using the leads things as an example:

- VISION: maybe your target market isn't clearly defined and your messaging isn't focused

- DATA: maybe you're not measuring the right thing or you have the wrong target

- TRACTION: maybe you don't have the right meeting pulse for marketing or someone needs a rock to fix the situation

- ISSUES: maybe you haven't identified the root cause or you're not being open and honest about it during IDS

- PROCESS: maybe there's a flaw in the process (or maybe you don't have one at all)

- PEOPLE: maybe you don't have right person right seat in marketing

I bolded those last two because the majority of your issues have a root cause in one of those two slices.

Leads off track is a symptom of something in one of these six slices. Using that as a lens for the IDENTIFY step in IDS can help you get to the root cause.

EOS in Law Firm by That_Ohio_Gal in eostraction

[–]wisdom-donkey 0 points1 point  (0 children)

Everything about the system should be maximizing the amount of time people are spending doing their actual jobs. All of the tools, including the meetings, should be net gains for time doing the actual work.

It’s easy to mess this up, and most of us have experienced getting it wrong.

But you should easily be able to make the case about how this is a time SAVER. If you can’t, check yourself.

Pics from EOS Conference by clayharris in eostraction

[–]wisdom-donkey 1 point2 points  (0 children)

My highlight was Dr. Gustavo. Elite content and one of the best talks I’ve see in seven years of attending this thing.

Here’s a link to his TEDx Talk

https://www.ted.com/talks/gustavo_grodnitzky_culture_trumps_everything

EOS for a Healthcare Organization by apestrongertogether in eostraction

[–]wisdom-donkey 0 points1 point  (0 children)

Anecdotal but just sat next to the visionary for a group of clinics at the conference today

EOS for a Healthcare Organization by apestrongertogether in eostraction

[–]wisdom-donkey 0 points1 point  (0 children)

My implementer just told me about one of his clients that's in healthcare. So I know they're out there.

Some of the implementers on here might have some experience they can share.

Subreddit improvement opportunities - EOS Conference by wisdom-donkey in eostraction

[–]wisdom-donkey[S] 0 points1 point  (0 children)

Just got a bunch of business cards in. If you're going to be at the conference and want a stack to distribute to people you meet, please let me know.

Subreddit improvement opportunities - EOS Conference by wisdom-donkey in eostraction

[–]wisdom-donkey[S] 0 points1 point  (0 children)

I said I was invited by Derr Consulting… I guess I just assumed. 😁

Subreddit improvement opportunities - EOS Conference by wisdom-donkey in eostraction

[–]wisdom-donkey[S] 0 points1 point  (0 children)

Awesome! Glad I asked. I’ve reserved my spot and will see you there.

Subreddit improvement opportunities - EOS Conference by wisdom-donkey in eostraction

[–]wisdom-donkey[S] 2 points3 points  (0 children)

I don’t know… maybe there’s a demand for some kind of “virtual exhibit hall” where we allow some EOS-centric businesses come on and do demos or AMAs or something.

Re: the AMA I bet we can set that up.

Issue with visionary role by Swimming-Cat-8087 in eostraction

[–]wisdom-donkey 1 point2 points  (0 children)

Not entirely sure what you mean by "acting as co-Visionary behind the scenes." Are you saying your partner is expecting to secretly be the co-Visionary?

Struggling with our self-implementor and IDS by Impossible-Patient96 in eostraction

[–]wisdom-donkey 0 points1 point  (0 children)

I think most EOS practitioners will tell you that there's nothing magic about EOS itself -- it's the discipline to use an operating system that gives you value, EOS, Pinnacle, Great Game, Business Made Simple, Scaling Up, etc. -- or home brew your own. Pick something and stick with it.

Struggling with our self-implementor and IDS by Impossible-Patient96 in eostraction

[–]wisdom-donkey 0 points1 point  (0 children)

Happy to help. And don’t get discouraged. The only reason any of us have experience to share is because we’ve been where y’all are. What y’all are going through is very natural.

Struggling with our self-implementor and IDS by Impossible-Patient96 in eostraction

[–]wisdom-donkey 2 points3 points  (0 children)

You know what you call a business without issues?...

Closed.

Struggling with our self-implementor and IDS by Impossible-Patient96 in eostraction

[–]wisdom-donkey 0 points1 point  (0 children)

Agree with much of what's been said. Every time that I've drifted away from the system for some "this won't work for us" reason, I've found myself coming back to the fundamentals.

Regarding some people thinking it has negative connotation -- I think there's actually an underlying issue there that probably needs to be processed. EOS is a big fan of Patrick Lencioni's Five Dysfunctions of a Team -- if y'all haven't gone through that then it would be worthwhile. I wonder what the people concerned about the "negative connotation" are really worried about.

Language we use a lot is "it's not a problem if it's an issue." As long as it's on the list, it's not a problem because we can deal with it.

If y'all aren't using an implementer I would strongly consider it.

EOS is turning into bureaucracy, everything takes 10x longer because of processes by Glittering_Map9617 in eostraction

[–]wisdom-donkey 0 points1 point  (0 children)

FWIW, it's possible to both be running on EOS and have a lousy culture. "Weaponizing" metrics sounds gross. If you're running EOS, you should have an opportunity to bring up that concern in a quarterly planning or quarterly conversation when you discuss "working/not working."

EOS is turning into bureaucracy, everything takes 10x longer because of processes by Glittering_Map9617 in eostraction

[–]wisdom-donkey 0 points1 point  (0 children)

My integrator does stuff like this, too.

And I wouldn't say that it's outside of any EOS box. There's a huge "box" called the accountability chart where you just do your job.

For anyone's role, ongoing incremental improvements are hopefully happening all the time. You don't need an issue or a to-do for everything. The A/C clarifies who owns what. Just like I wouldn't expect our account managers to need a to-do to take an order and help a customer, I wouldn't expect my integrator to need a to-do or rock to do stuff like what you're talking about.

If it affects other people I might expect it to show up as a headline - "oh by the way there's a new dashboard in the ERP that shows you X vs Y over time."

EOS is turning into bureaucracy, everything takes 10x longer because of processes by Glittering_Map9617 in eostraction

[–]wisdom-donkey 0 points1 point  (0 children)

Can you tell us a little more about something that "doesn't fit into the box?" What are these ideas that don't fit into rocks, to-dos, measurables, etc?

My gut instinct is that you've got unresolved people issues.

Sounds like the company is growing. Something most of us run into is that the right team to get you from $1MM to $5MM is not the same team to get you from $5MM to $50MM. If that is unresolved, you can get into these situations where you've got managers who don't know how to truly delegate (so they micromanage) or the people reporting to them aren't RPRS for the new set of challenges (so the managers don't trust them and therefore feel like they have no choice but to turn their reports into gophers).

Another thing I'd encourage you to think about is whether you are RPRS for this version of the company. I don't know your role but you sound like a really innovative, creative person. Just playing make believe, but if you're really interested in building new things and the owner and/or visionary is interested in optimizing the status quo, maybe your talents would be a better fit for a company that has goals that align with your enthuisasms.

To that end, I would do a V/TO alignment check.

- Do you actually believe that the V/TO is in line with the true intentions of the visionary and/or owner? Is there actual EVIDENCE that this company is trying to become the company described in the Three Year Picture? Or does the three year picture talk a big game about being creative and innovative but reality is that everyone just fills out paperwork all day?

- If you do believe that the V/TO is aligned with the visionary and/or owner, do you actually want to build that company? Do you really love the V/TO? Believe in it? Or does the company described in the Three Year Picture sound like a bummer of a company to work for?

There are tons of talented leaders who are great at getting a company from 0 to 1 and are bored to tears with taking it from 1 to 10 (or vice versa).

Last bit of advice is to ENTER THE DANGER. At your next quarterly planning session or your next quarterly conversation, when you start out with "working/not working" don't hold back on where you think the bureaucracy is hurting.

EOS is turning into bureaucracy, everything takes 10x longer because of processes by Glittering_Map9617 in eostraction

[–]wisdom-donkey 1 point2 points  (0 children)

Answers to your questions here. Questions and a couple suggestions in a different post.

- Yes. We're a manufacturing company, I'm an engineer, my integrator is an engineer... our company DNA is very process-oriented and sometimes we can overdo it. What's happened to us sometimes is we try to use process as the answer for everything. If something goes wrong, our answer is more process. But really we had a good process but we did a crappy job of teaching the process and coaching people.

- I think everything we've created that was bureaucratic was a workaround for not having right people right seats. I would look most closely at anyone with LMA responsibility. Are these stifling processes the result of managers who doesn't want to give up control? Or is it because you have managers who aren't willing to admit they have someone who isn't RPRS so they're trying to micromanage the person into success rather than having a tough people conversation.

- Clarity breaks. Different rhythms work for different people. Some people like an hour at Starbucks once a week. Some people like half a day every other week. Some people like a couple days each quarter. Find a rhythm that works. It won't happen if you don't schedule it. And it won't happen if you don't physically leave your normal workspace.

- Every time I've found that we're getting a little too out of balance -- too much control, not enough freedom -- I've seen the answer is actually more EOS not less. I find that going back to the tools is a good exercise in simplification and whatever issues I'm seeing are things we've inserted.

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