Entrepreneurial businesses often view themselves as the antithesis of larger more bureaucratic organizations, in that they are generally more nimble, open to new ideas and willing to adapt and change.  While that is often true, entrepreneurial organizations can be as resistant to change as bigger and older organizations.  Businesses of all sizes and ages that need to change, but cannot change, are in greater danger of stagnating and even failing.

Implementing EOS® in many ways is an organizational change effort, as most of the old ways of operating are replaced by new tools and disciplines.  And since people are generally resistant to change, even good change, companies implementing EOS® need to be aware of the impact of a change resistant culture.

 

Check engine light – Change Resistant Culture

Just as your car’s manufacturer designed and built in warning lights on your vehicle’s dashboard to indicate the car is not running as it should, weaknesses in your organization’s willingness to embrace change, including the adoption of EOS® are an indication you are likely not going to get what you want from your business.  For entrepreneurs that are implementing the Entrepreneurial Operating System® the problem is not with EOS®.  Simply put, EOS® works!

Since thousands of entrepreneurs have gotten what they want from their business by implementing EOS® look for the warning signs below as clues as to why you may not be getting what you want from your business.

EOS® not working?  Check if you are Leading Change Well

The classic book on leading organizational change is John Kotter’s “Leading Change” which is a helpful framework to re-envision how implementing EOS® can help needed organizational change efforts succeed.  Therefore, consider how well you are doing implementing EOS®  relative to John Kotter’s 8 steps:

#1: ESTABLISH A SENSE OF URGENCY:

Vision cast around:

  • ‘what got us here, won’t get us there’
  • The business has hit a ceiling and we’re stuck, or we will shortly hit a ceiling
  • The organization has grown to a size and complexity whereby a different way of operating the business is needed
  • To get what we want from this business, our old ways of operating will not work going forward
  • We are not achieving our goals and/or will have difficulty continuing to achieve them as we grow
    • Therefore – change is needed!

#2: CREATE A GUIDING COALITION

  • The Leadership Team needs to be involved in considering, selecting and committing to EOS® from the beginning
  • After the leadership team has begun mastering the EOS® Foundational Tools then enlist the help of the next level of managers as you begin rolling EOS® out throughout the organization

#3: DEVELOP A VISION & STRATEGY:

  • Clarify a powerful and compelling vision & plan in your Vision/Traction Organizer™
  • Revisit and confirm your V/TO™ no less than quarterly with your leadership team

#4: COMMUNICATE THE CHANGE VISION:

  • Communicate the V/TO™ to the entire organization after every EOS® Quarterly Session in an inspiring and compelling way
  • Recognize that you will have to communicate the vision seven times before people hear it for the first time

#5: EMPOWER EMPLOYEES FOR BROAD-BASED ACTION:

  • Ensure the Accountability Chart empowers each Seat appropriately
  • Ensure the Leadership Team is ‘letting go of the vine’ and practicing Delegate and Elevate™
  • Ensure everyone is setting Rocks to support the vision & strategy of the business

#6: GENERATE SHORT-TERM WINS

  • Connect Rock completion & weekly Scorecard success to the longer-term success contained in the V/TO™
  • Acknowledge the owners of Scorecard metrics that meet their weekly goal
  • Capture, celebrate and communicate short-term wins due to implementing EOS®

#7: CONSOLIDATE GAINS & PRODUCE MORE CHANGE:

  • Share EOS® success stories widely – celebrate what you want replicated
  • Continually point how out implementing EOS® is continually making the organization better with specific examples

#8: ANCHOR NEW APPROACHES IN THE CULTURE:

  • Ensure the EOS® Foundational Tools are rolled out organization wide
  • Follow the Three-Step Process Documenter™ and ensure all Core Processes are documented and Followed By All
  • Weave EOS® implementation & organizational change success stories in to “The Speech”

 

Next Steps

Visit NavigateTheJourney.com and schedule a call with Tom Barrett to discuss how implementing EOS® would allow you to gain Traction® in your business now.

 

About The Author

Tom Barrett is a Certified EOS Implementer™ and focuses on implementing EOS® with growth minded entrepreneurial businesses helping them to Clarify, Simplify & Achieve their Vision.

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