The EOS Tools Cont.
This is part 2 of a series giving the basics of the EOS Tools (that’s Entrepreneurial Operating System®).
If you want to read the fist part, which includes basics on using these tools and the first 4 tools, you can read it here.
Quarterly Rocks™ are the 3-5 goals that your company chooses for a quarter. These aren’t just “wouldn’t it be nice if’s” No. These are things that you WILL get done, even if it means letting other stuff fall by the wayside.
Each quarter you and your team sit down and identify these 3-5 goals. You work hard towards them. And, every week, you update the team on the progress. When it’s off track, you let them know, so they can get it back together.
These Rocks drive your progress towards annual growth goals and are the key element in changing from sustaining to growing your business.
GWC™, or Get It / Want It / Capacity To Do It, is a way of measuring someone’s ability to do their job. This is how you ask if someone is in the right seat at your business. If they can’t GWC, then they can’t fulfill the role.
- Get it: They understand the job / it clicks / they are naturally good at this kind of work
- Want it: They enjoy the job / they work hard at it / they are satisfied with their role
- Capacity: They have the skills, time, tools, and budget to get this job done
If someone is missing Capacity, you can always work on that. However, if they don’t Get It or Want It, you have something of a problem on your hands. It seems simple, and it is. Why? Because, analyzing someone’s ability to do the job is already too subjective. Having a bit of objectivity can make the task much easier.
The People Analyzer™ may sound like something high tech or weirdly Orwellian, but it’s actually quite simple. The People Analyzer is an EOS Tool that helps you measure who is and isn’t right for your company.
It works like this. First, you and your team set up core values. Second, build your Accountability Chart. Once that’s done you build your People Analyzer. It’s a simple chart of your Core Values and GWC written at the top and your leadership team’s names long the side.
To use it, you just put a +, -, or +/- in each box as a rating for each person under each category. If someone lives by a core value most of the time they get a +. If they don’t really have the capacity for the job they get a – and so on.
Before you do the ratings, be sure to establish a minimum score such as “5 +’s and 2 -‘s.” Anyone below this score needs to be reevaluated. And, if you don’t set the score in advance, it’s tempting to flub it.
When I talk about EOS Tools to someone who is uninitiated, I start with the the Level 10 Meeting™. This is a meeting style that is not just a massive time saving tool, but also a powerful problem solving tool.
In a Level 10 Meeting you and your leadership team sit down for 90 minutes. You do this at the same place, at the same time, on the same day every week. No exceptions. The first 25 minutes of this meeting is hardcore updating. You learn every major thing happening in your company and the progress of every project in that time. What follows is 55 minutes of utterly awesome problem solving and 5 minutes of making sure everyone walks away with a homework assignment.
It is, in short, the one EOS Tool that literally every business in the world would be better off using.
The Ultimate EOS Tool: The Vision/Traction Organizer
The Vision / Traction Organizer (V/TO) is this ultimate in strategic planning tools. Using this dandy you can answer the 8 questions that drive your business into the future. Those questions are:
- What are our Core Values?
- What is our Core Focus?
- What is our marketing strategy?
- What’s our 10 year target?
- What does our business look like in 3 years?
- What’s our 1-year plan?
- What quarterly rocks stand between us and that 1 year plan?
- What Issues are facing our business today?
When you answer those, you’ll finally have 100% clarity on what you need to be doing to achieve growth. No more guesswork.
Meet the Founder
Jeff Whittle founded and launched Whittle & Partners in 2011. Before that, Jeff practiced law in Dallas for 15 years and has an additional 20 years of executive business experience. He has run businesses ranging from startups to 300-employee operations.