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.
Vision and Speed
Imagine that it’s 1980, and that you and your team are the Leadership Team of Southwest Airlines. The company is in its upstart days.
The Foundation of Profitable Growth
If there is an overused, misunderstood, eyeroll-causing word in the business dictionary, it has to be “strategy.” Bear with us.
Growth, Profit and Fun—Are You Getting What You Want?
We’ve been fortunate to give dozens of talks to business-owner groups on EOS® and the idea of a “Business Operating System.”
Are You Playing to Win or Not to Lose?
What we’re living through right now is unprecedented. There’s no playbook for it and no roadmap. But there is something you can do.
The Paradox of COVID-19
It’s been said that what doesn’t kill you only makes you stronger. While that’s easy to say, it’s a perspective that only works well outside of the moment—the present tense. Given the world response to the COVID-19 outbreak, we face another paradox that we feel warrants discussion.
The Power of the Weekly Pulse
My client Eva is the Head of Operations for a homebuilder that’s in the early stages of its EOS® journey. She’s a terrific leader on a terrific team, and she recently demonstrated what can happen when you start reporting a key metric weekly instead of monthly.
That Note is Gone
When I’m sitting with a client team that has just finished reporting a poor quarter, I often think of a lesson I learned from my high school friend Larry.