A Great Week = A Great Scorecard

Several of my clients recently asked for help in putting together company or departmental scorecards. For many organizations and leaders, finding the right set of 5 to 15 leading indicators that provide an absolute pulse on the business (or the department) is a difficult challenge. Often it takes several months or longer to truly fall in love with your scorecard.

Like most worthwhile journeys, strengthening the Data Component™ starts with a single step. I’d like to challenge you to take that step today by dividing a blank legal pad page into two columns. At the top of one column, write the title “Great Week.” At the top of the other column, write “Lousy Week.”

Four Steps to Creating a Great Scorecard

  1. Define a Great Week for Your Company. Make a list of everything that might happen in a great week for your company (or your department). Maybe you got a bunch of new leads, took a few big orders, got positive customer or employee feedback, permanently lowered production or operating costs, collected on some past-due receivables, improved your liquidity – you get the drill. Just make your list.
  2. Define a Lousy Week for Your Company. Now make another list of all the things that happen during a lousy week. Some of the items on the list are just going to be the opposite of what you’ve already recorded, but some stuff will be new. Just wrack your brain and make the list.
  3. Identify Weekly Measurables. Lastly, ask yourself if any of the things on either list can be measured weekly. Can you measure “number of leads” on a weekly basis? Will it provide valuable insight into the potential for your sales team to hit future revenue goals? Can you measure “big orders” or “total dollars ordered”? Better yet, are there any leading indicators that will give you the same information earlier in the sales process? What if you measured “total dollars proposed”?
  4. Prioritize Measurables and Set Goals. Once you’ve compiled a list of all the things you could measure, pick the 5 to 15 most important measurables and start there. Set goals, review the scorecard weekly, and wait until you’re looking at a full quarter’s worth of data (or more) before you make a decision about whether or not you’re measuring the right stuff.

At the end of this journey to strengthen your company’s Data Component, I promise you’ll have far more great weeks than you will lousy weeks, but only if you have the courage to take the first step.

Written by Mike Paton on April 05, 2018



During World War II, in the terrible days of the Blitz, a father, holding his small son by the hand, ran from a building that had been struck by a bomb. In the front yard was a shell hole. Seeking shelter as quickly as possible, the father jumped into the hole and held up his arms for his son to follow. Terrified, yet hearing his father’s voice telling him to jump, the boy replied, ‘I can’t see you!’ The father called to the silhouette of his son, ‘But I can see you. Jump!’ The boy jumped because he trusted his father.

Thankfully, during EOS® session days we are never dealing with anything as terrible as the Blitz. Things do however often get heated, and our clients will often question the process. As an implementer, a critical role I own is facilitation with the leadership team to build Trust – Trust in me, Trust in the EOS® process and most importantly Trust between the members of the leadership team.

Trust in me as an implementer begins early in the EOS process™ often right as a client is deciding to hire me and we discuss the flow of the first three session days; Focus Day™, Vision Building™ Day 1, and Vision Building™ Day 2. Clients will want to start with Vision Building™, they can’t fathom why we would start with Focus Day™ and by learning the 5 fundamental EOS™ tools – “Surely we have to build our Vision first they will frequently say”. The truth is Gino tried this both ways as he was building the EOS™ process and found that you have to build accountability first, to then be successful with Vision. The process works, as many thousands of successful companies running on EOS® have found. As an implementer my role is encouragement to ‘Trust the Process’, to ‘jump’.


Achieving true leadership team trust is a pivotal point for our clients. We begin this journey on the first day with tools and techniques then spaced throughout the EOS Process™ to take our clients on their journey to leadership strength built on a foundation of trust.

The key tool in the EOS Toolbox™ we use to achieve this is the Trust Builders™. Quite simply each quarter we work with our leadership teams and tackle a specific exercise to improve and strengthen vulnerability-based trust and team heath. These are things like reading and internalizing ‘The five dysfunctions of a Team’ by Patrick Lencioni, being comfortable tackling our ‘One Thing’ feedback exercise, understanding individual learning styles and sharing personal histories. Working these consistently into the process of our EOS® journey together gives our clients the strength and trust in each other to tackle the difficult situations which will inevitably arise in any organization.

So the question is “are you ready to Trust an EOS Implementer™ to help you and your leadership team achieve more of what you want from your company”?

Written by Richard Price on February 19, 2020


Discipline shouldn’t be scary

Accountability and discipline are often associated with negative stereotypes and consequences. It usually means forcing something on someone. It doesn’t have to be. When done right, accountability is embraced instead of feared. If you are doing all you can as a leader and manager, then accountability results. If not, then it’s time to find another person to fill that seat.

I teach my clients that Great Leadership + Great Management = Accountability. When my clients use this formula, they get to Right Person Right Seat decisions quicker. How do you know you’re doing all you can as a leader and manager? Focus on these 4 attributes for each.


Leadership is about providing a clear direction, creating an opening, working “on” the business and the thinking aspect of the business.

  1. Clear Direction – Does your entire organization know where your company is heading and does everyone know their part in getting there? Is it compelling to the degree that your employees are excited and see opportunities for them? My clients are crystal clear on where their businesses are going by utilizing the Vision/Traction Organizer™.
  2. Creating an Opening – When you have a clear vision, it creates possibilities for your employees. They can envision where they see themselves in the future with the company. And if they don’t, it’s not a bad thing. It just moves you closer to having the Right People in the Right Seats.
  3. “On” the Business – Do you dedicate time to work on big picture and strategy for your company, rather than tactics and daily To Dos? Are you letting go of the vine to allow others to grow and take things from you? Are you equipping your team, providing necessary resources for them to succeed so you can work “on” the business?
  4. Thinking – Are you giving yourself time to get out of the fray and out of the day-to-day to think on the business, taking Clarity Breaks™? Clarity is the key term here. It’s not just a mental break but a break to allow you to think clearly, connecting the dots and seeing the bigger picture from a new perspective. Doing this allows you to be your best so you can walk the talk and lead your company for the greater good.


Management is about setting expectations, consistent communication, working “in” the business and the doing aspect of the business.

  1. Setting Expectations – You cannot hold people accountable to undefined expectations. Are you clearly communicating expectations (Core Values, Priorities, Role) and providing an opportunity to clarify expectations for alignment?
  2. Consistent Communication – Once expectations are set, are you providing the right meeting pulse (frequency) to allow for open communication on the performance of these expectations? Do you know what’s on your direct report’s mind and do they know what’s on yours (no assumptions)?
  3. “In” the Busines– Are you working in the trenches with your team, being available as a resource for them to do their job? This doesn’t mean doing their job, but being available to them so they can do their job with your support, then recognizing and rewarding their efforts.
  4. Doing – Are you fulfilling your roles and responsibilities that only you can do as a manager? Executing on your commitments and setting the example of high standards for your team?

When you take the approach of Great Leadership + Great Management = Accountability, you will have peace of mind knowing you’ve done what you can to help your direct report succeed. For those who are the Right People in the Right Seat, accountability naturally occurs. For those that don’t, the answer is obvious, even to them and they usually leave on their own. You are doing them a favor by allowing them to thrive elsewhere where they can utilize their true gifts and talents.

This formula has been revolutionary for my clients. Give yourself peace of mind and quit trying to force accountability. Let it be a result of your own actions as a leader and manager. Are you ready?

Written by Don Maranca on March 22, 2019

People Perish

Without Vision – People Perish

One of the most powerful tools in The EOS Process® and in developing the Vision/Traction Organizer™ (V/TO™) is your 3-Year Picture™.

In this vivid vision exercise, we mentally walk the halls of the business. Ultimately, we help our clients come up with a bulleted list of 10-20 items that all the leaders agree to. It’s so powerful when you have all that human energy sharing the same vision. We then have everyone close their eyes as we tell a story about their 3-Year Picture.

Your 3-Year Picture Should Be Emotional

As we walk our clients through the story of their business, oftentimes people get very emotional. Sometimes you’ll have a leader or two crying. The reason is that a great 3-Year Picture is emotionally connected and driven.  As a result, emotionally-driven teams are more likely to achieve all their goals.

The 3-Year Picture is an exercise that is intended to get you and the leadership team seeing the same thing at the same time. They are the team that will need to accomplish the goals, so they better be on the same page with every aspect of where they are going. This is a much more effective way of planning because it has essentially the same impact of very detailed strategic plans without the heavy lifting. People just don’t remember 50 pages of non-emotional spreadsheets and words.

It All Starts With Vision, Shared By All

Our Vision/Traction Organizer is a complete two-page strategic plan. The vision side of the document is comprised of your Core Values, your Core Focus™, your 10-Year Target™, your marketing strategy, and your 3-Year Picture.

As James Allen said:

“The oak sleeps in the acorn. The bird waits in the egg, and in the highest vision of the soul a waking angel stirs. Dreams are the seedlings of reality.” 

The reason our method of facilitating the 3-Year Picture is so powerful is that the entire leadership team is involved. Many leaders have created a vivid vision for themselves and try to force it on their team. The issue is that they are the only ones seeing it. It’s a start, but it’s much less effective than if all 3-8 people at the helm of the business are rowing in the same direction.

You will do much better work and go faster if the entire leadership team participates in creating your 3-Year Picture.

Written by Mark O’Donnell on January 2nd, 2020



You probably work hard to attract great employees to your company. You want the best! But what does the “best” really mean?

Of course, we all want great people, but the reality is that the definition of “great” is different for every organization, including yours! In his classic book, Good to Great, Jim Collins refers to the importance of getting the “right people on the bus” and then getting them all in the “right seats.” This is key, because who we attract and hire to our organization takes precedence over what they do. You simply can’t achieve consistent results until you get the right people in place.

Use the Accountability Chart

EOS® run companies use the Accountability Chart as their trusted roadmap to help land the right people in the right seats.

At first glance, it may look like an org chart, but it’s much different. The most important benefit of the Accountability Chart is that it helps define the right structure for your company first and then guides you in hiring the right people.

Your Core Values Will Lead You to the Right People

The term “Core Values” may be a bit overused in today’s business environment, but when truly understood, there’s no better barometer for attracting the right people. In their simplest form, Core Values represent who you are as an organization – it’s your company’s personality or culture. Once you’re clear about this, you can confidently go about attracting the right people to your organization.

Clear Roles and Responsibilities Will Lead the Right People to the Right Seats

The Accountability Chart consists of functions (or “seats”) that represent the right structure for your business. Add 3 – 7 high-level roles/responsibilities to each seat and you will gain the clarity around what your people need to accomplish in each of the seats. Now you have set up the formula to achieve “right people/right seats.”

Use the People Analyzer

Another great EOS tool is the People Analyzer™ which helps provide an objective assessment of a candidate and/or employees culture fit (Core Values/Right People) along with their ability to do the job (GWC™/right seat). This will help you make a confident decision around hiring and/or addressing issues with existing employees.

How to Attract the Best People

Similar to a good marketing campaign to gain new clients, you must do the same to attract great employees! Here are few tips to get you started:

  • Include and promote your company’s Core Values and Core Focus™ in all job postings.
  • Incorporate open-ended questions in the hiring process to help determine if the candidate truly exhibits your Core Values.
  • Make sure to get references and call them to assess the candidate’s alignment with your Core Values and the specific job requirements. It’s always beneficial to get first-hand feedback from former employers and colleagues.

The key to hiring great people is to make sure you’re clear about what “great” means in your organization and then confidently solicit and vet them through your hiring process.

Written by Randy Taussig on September 10, 2018