How a Professional EOS Implementer® Integrates New Hires into EOS®
Culture shock isn’t just for international travelers. Companies have cultures, too. Corporate culture has a broad influence over the day-to-day experience of working at a business. It regulates how employees communicate, how managers manage, and how the team solves problems. Moving from one employer to another always comes with a cultural adjustment.
For someone unfamiliar with the system, joining a business that runs EOS® can lead to culture shock. The shock doesn’t necessarily come from the learning curve of mastering a new management vocabulary. More likely, it comes from the ways EOS changes interpersonal dynamics within an organization.
The Entrepreneurial Operating System reflects decades of effort by experienced business thinkers to reduce a collection of complicated ideas into something streamlined and simple.
In my work as a Professional EOS Implementer® I don’t run across too many people who find the system’s core ideas hard to understand. What I do see are people who struggle to overcome the habits EOS asks them to break down.
These are some steps EOS businesses can take to smooth the transition for new hires:
Integrate EOS into new hire training.
For many companies, incorporating EOS into day-to-day processes is a slow project. Managers and teams often feel they need to fully grasp how EOS will influence their work before they begin to revise core policies. That’s especially true in a sensitive area like new hire training, where important topics like safety and compliance are a top priority.
In my experience, there’s no reason a new employee can’t also be introduced to EOS at the same time as other key features of the business. For most employees, an introduction to EOS can be as simple as a single slide of a presentation, or a 15-minute explanation during a training session.
The idea is to give newcomers a clear idea of how they fit into the company’s Accountability Chart, and to introduce them to the values and short- and long-term goals of the business. A new hire doesn’t necessarily need to see the V/TO™ to see the key parts of it that influence how and why their job is the way it is.
Introduce what employees need, when they need it.
The leadership team responsible for incorporating EOS into their business will want to study the system from every angle. I like to assign homework to my clients who are getting to know EOS, so their executive teams can get better at using the tools EOS offers while deepening their shared understanding of the system.
Most employees don’t need to put in that much effort. Especially when an employee doesn’t have management responsibilities, introducing ideas like the People Analyzer™ might even be counterproductive.
But EOS is intended to transform all levels of a business, which means those rank-and-file employees still need to understand the concepts that influence their job. The Quarterly Conversation™ is a great example.
In a non-EOS business, a quarterly meeting with a boss can be a time of tremendous anxiety for employees. The EOS Quarterly Conversation model gives these meetings a much-needed structure, making them predictable for managers and employees alike. By introducing new employees to the Quarterly Conversation concept early on, they’ll see where they’re going and how they can meet expectations.
Rely on your Professional EOS Implementer®.
An EOS business needn’t try to figure out how to introduce new hires into the system on its own. Use your Implementer! People become EOS Implementers after years of business experience. They are specifically trained to help their clients fit EOS into what they do.
I recently began working with a company that had already been running EOS for a couple years when I first met their CEO. After their original EOS Implementer was forced to retire, the team tried running the system on their own but quickly ran into problems. Their Level 10 Meetings™ often went off the rails, and their new hires were struggling to see the benefits of “this EOS thing people talk about.”
After our first meeting we decided one of the first priorities should be to get the whole company refamiliarized with EOS. I ran a short training session to introduce employees to EOS from a bottom-up perspective. What does accountability mean? How does an idea like Delegate and Elevate™ create opportunities for growth? By answering questions like these an ordinary employee can start to see the benefits of being at a business that runs EOS.
The session had great feedback, especially from the relatively new employees. One told me, “I know why I’m here now.” It’s that powerful, and that simple.
Be deliberate about introducing EOS to new hires.
I relish opportunities to teach EOS to people who are learning about it for the first time. Bringing new employees up to speed on the operating system that will guide their career with their new company is a chance to show them what the system makes possible.
How is your business introducing EOS to new hires? Let’s have a conversation. Send me an email or give me a call. I’m looking forward to talking with you.