3 Tips to Ensuring Your EOS® Transition is Successful

EOS Transition

Adapting to change can be hard. Even if the change is good, breaking old habits and learning new ones means flexing muscles that might be a little out of shape. For a business, managing change means adding more to your already full day-to-day routine.

As a Professional EOS Implementer®, I’ve worked with Entrepreneurs and their Leadership Teams who feel overwhelmed at the start of the process. The sense of disorientation that comes with big change can be especially keen in the beginning. The Focus Day™ reveals so much about the business and the people in it. The Vision Building™ brings into focus the company’s real purpose, perhaps for the first time.

Every business starting out on the EOS Process® has unique circumstances. But all of them can benefit from a few simple ideas to help them implement EOS without going crazy.

Here are three ideas businesses new to EOS can use to stay focused on what matters during their transition:

1. It’s a lot and that’s okay.

Implementing EOS ultimately is about setting goals and installing a process for meeting them. Focusing on short and long term goals can be difficult at first, especially when the ideas of EOS are still new and not entirely familiar.

Amidst the management team’s soul-searching and the initial work of filtering EOS throughout the company, implementation can feel like a lot. It’s okay to feel that way. Change, after all, is hard.

Many of the growing pains of the EOS transition can be addressed by reminding everyone to take the long view and to encourage open conversations about how things are going. Some clients have brought this discussion to their Level 10 Meeting™ to come to an agreed upon solution which dissipates the angst.

Remember, “Be healthy and smart!” is the starting point for every EOS Process. Open and honest communication is key to having a healthy team.

2. Trust the process.

I learned about EOS after a career of more than fifteen years working in management at different firms. One of the things I’ve learned as a business leader is the importance of clear, shared processes within companies that want to grow. I wouldn’t be a Professional EOS Implementer if I didn’t believe in EOS.

EOS Worldwide has fine-tuned the EOS Process into a tested and proven model for building successful businesses. From the 10,000-foot view, the system sounds great and all the testimonials from other EOS companies show that people love it.

But amidst the flurry of new ideas at the start of an implementation, it can be easy to question whether it’s all worth it, or if it does things the right way.

During a client’s recent Focus Day™ a member of their team—someone about to wrap up an MBA—expressed skepticism about the EOS approach of putting the Vision Day after laying out the company’s accountability chart. According to his training, vision should come before structuring—or anything else.

His concerns led to a useful conversation about why EOS works the way it does. In the end the team felt better about what we were doing and implementation carried forward with a clear, shared idea of where we were headed.

Answering questions like these is a big part of the EOS Implementer’s role. Don’t bottle up questions. Let them out, start a conversation, and use the Implementer as a resource for understanding what each part of the process is about.

3. Divide and conquer.

If you’ve read Traction by EOS founder Gino Wickman the idea of letting go of the vine will already be familiar. EOS encourages business leaders to delegate responsibility and trust their colleagues to get things done.

Some delegating can take a month or a quarter to execute. But letting go of the vine can start even at the Focus Day meeting. Ask members of the team to take charge of those parts of the process that are closest to their role in the accountability chart. Encourage people with lots of responsibility, like the Integrator or the head of a complex department, to further delegate discrete portions of their planning.

By getting more people involved, EOS stops feeling like the CEO’s burden and becomes a shared project across the organization. The result is a sense of empowerment and excitement for what’s coming.

J.W. Kibler Group guides clients to EOS success.

One of the first things I do with a new client is to get to know their business. What are their pain points? What do they want to accomplish with EOS? Although I think EOS can benefit any company, at any stage of its growth, it’s helpful to know where the leadership team’s thinking is at the beginning. That way, we can anticipate implementation challenges as we go, working together to find lasting solutions.

Interested in learning more about EOS? Get in touch with me today.

For more information on the EOS transition process click here.