As Go You. . .
When we get a team together for an EOS® Quarterly session, the first thing we do is debrief on the last 90 days. How did we do? How accountable were we? What did we learn that will help us build a better plan for the next 90 days and do a better job of executing it?
As you might imagine, right now those debriefs include a lot of reflection on how the team responded to the COVID-19 shutdown. Crises pressure-test everything. As one team member said recently, “You see everyone’s true colors.”
Client Spotlight – Hillerich & Bradsby
When COVID-19 shut down baseball, other sports and tourism, their business revenue was severely impacted. As you can see in the video below, they quickly shifted their glove supply chain into the production of anti-bacterial face masks, donating a portion of the proceeds to food banks. Although it’s not shown in the video, they also re-purposed their national distribution center, turning it into a shipping point for PPE of all kinds.
Client Spotlight – Platinum Pest Solutions
When COVID-19 hit, property managers became reluctant to allow Platinum’s technicians into their buildings and residents became afraid to allow them into their units. That was bad for everyone. Residents started having more pest problems. Property managers started getting more complaints. And Platinum’s revenues took a big hit.
How “Employee Engagement” Really Works
This is the story of employee engagement—what you have to do to create it and what you have to manage in order to keep from losing it.
Why You Should Care About Caring
A blinding flash of the obvious: When people truly care about their company and their work, they do more and do it better than when they don’t.
Telling the Truth
There’s an old saying that one of the benefits of telling the truth is that it makes it a lot easier to remember what you said.
How Many Matts?
Early in the last quarter, the company’s Head of Engineering left unexpectedly. He was exceptionally talented, so his departure left a hole. Needing to move fast, the company moved Engineering under Operations and promoted one of the engineers, Matt, to run it. It was a battlefield promotion, and no one sure it how it would go. As it turned out. . .
Building Tomorrow’s Business
In our last post, we described how great companies simultaneously run two lanes. One is executing their existing business as they know it.
Executing Today’s Business
When you and your team walk into your business in the morning and start doing things, every action you take falls into one of two buckets.
The Foundation of Great Execution
In this post, we’re going to describe the third foundation—clear, singular accountability.