EOS® for Operations: The Importance of Meeting Rhythms

In most organizations, your role has the most direct reports, the most key measures on the Scorecard, and – along with the sales team – the most pressure on it when the organization is not meeting financial targets. As a result, mastering the EOS tools and cascading them is really important for you and your team.

Have you cascaded the EOS meeting rhythm to your team?
This includes:

  • Weekly L10
  • Quarterly Planning
  • Annual Planning

If the answer is no and you have been doing EOS for over 18 months, my next question is: Why not?

As your company grows, your role will grow – and probably faster than any other area because you are at the heart of the product/service your company delivers. Your ability to delegate and elevate with your leadership team will allow your team to grow along with you. If you would rather stay in a more hands-on role, that is also great too if that is your unique ability. It takes courage to have that conversation. I have seen it happen twice, and it made everyone happier and more successful.

As we head into annual season for many of you, expect me to ask this question. If you aren’t doing it yet, it is time to start. As always, how can I help?

(PS: If you want to connect with leaders already doing this well, let me know and I will be glad to connect you.)

Extra Support:
I’m offering regular support on your journey toward people-centered leadership, with weekly reminders and a free coaching session. Bookmark this page to enroll on an experience when needed.

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I started the trU Group to help organizations and leaders in transition realize growth and excellence. My expertise lies in creating strategy, developing leaders, and then building and equipping both leaders and leadership teams to effectively manage growth. I partner with small- and medium-sized businesses that desire healthy growth and are challenged with having the time for development. I believe that in transitions there are tremendous opportunities for growth, and tremendous risks for both individuals and organizations; I help organizations and leaders seize those opportunities while avoiding some of the risks becoming reality. I bring a balance of academic knowledge, experience of working with hundreds of leaders, and the personal experience of leading through key business transition situations, with a passion for people-centered leadership.

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