THE FOUR PHASES OF AN EOS® ROLLOUT
- Jay Evanow
- Jun 17, 2024
- 6 min read
Updated: Aug 13, 2024
Introduction
Harnessing the power of the Entrepreneurial Operating System® (EOS®) beyond the leadership team is a critical part of implementing EOS in your business. Rolling it out well allows for the entire company to benefit from the EOS framework, tools and common language. Creating stronger buy in to the vision, increased traction and team health. To do this we need to equip the company with the five foundational tools of EOS. First you need to determine a plan for rolling out. Typically I help clients lay out this plan after we complete our first three sessions and have built out the Vision/Traction Organizer (VTO). Each company has some nuance due to their teams size, scale, locations, etc. Some move faster, some move slower - but here are my recommended phases for rolling out EOS in your company.
In this article we will answer the following questions;
What is an EOS rollout?
Why is the EOS rollout so important?
How do you roll out EOS to the rest of the company?
What is an EOS rollout?
Educating your company on what EOS is, why you are using it, and how it helps companies achieve Vision, Traction, Health.
Rolling out the 5 EOS Foundational tools (V/TO, Accountability Chart, Rocks, Meeting Pulse, Scorecard) to the entire organization once the leadership team is on the path to mastering the tools themselves.
Why is the EOS Rollout so important?
Creates opportunity for everyone to "buy in" to the company vision.
Weed out wrong people in the wrong seats.
Everyone performs better with higher accountability.
How do you roll out EOS?
The how is going to be slightly different for every company. There is no exact checklist, so please note that this is a guide. Some companies it takes longer (Up to 2 years) some are able to roll out faster (6-9months). The importance here is progress towards achieving 80% strong. Note this can be one phase per quarter. So Phase 1 is Q1, Phase 2 is Q2, Phase 3 is Q3 and Phase 4 is Q4.
Phase 1: Introduce EOS + present V/TO to your company
Step 1 - Introduce EOS - Send an email, record a video, gather for a huddle, drop a slack.
However you do it - let the company know that the leadership team has started the process of implementing EOS. Provide some context as to why this is important and what you are hoping to achieve. Let them know the intention of becoming a more cohesive and aligned team. Invite them an all-hands meeting to share progress made around setting the vision and values of the company.
Step 2: Bring the team together for an ALL-HANDS meeting to share and present your completed V/TO!
In person is best, but hybrid and virtual works too. Some may choose to prepare a slick presentation deck that doubles as an educational opportunity. Some may also to purchase and hand out copies of "What the Heck is EOS" Book
However you choose is right for you to present, do so with clarity and energy. This is your vision and your desire is for all to better understand and be part of it. First step to having vision "Shared by All" is you need to TELL THEM! You may get eye rolls, but press on.
Share you Core Values and stories that exemplify these values.
Highlight the Core Focus by explaining the company's purpose.
Announce the Core Target to inspire a collective goal pursuit.
Involve marketing and sales teams in reviewing the Marketing Strategy.
Have team members visualize the 3-Year Picture and explain how they fit into it.
Make sure they know that this is just the beginning, that you are still learning these tools and that we have embarked on a journey that will enable us to better communicate our vision. Let them know at minimum you will be back next quarter with the first State of the Company meeting, which will re-inforce what was shared today and add more clarity to the next steps and how it will effect each team.
Phase 2: Establish quarterly "State of the Company" meeting
The "State of the Company" meeting is the anchor to establishing a quarterly execution rhythm and alignment to vision. After the first SOTC, this is done every 90 days following the leadership team's quarterly offsite EOS session.
Step 1 - Invite team to a quarterly "state of the company"
Host an in person ALL HANDS meeting adjacent to another scheduled event.
Make it it's own event, with lunch, team building, etc.
Host a virtual session.
Record a video direct from CEO or leadership team. Option to include scenes, updates and images relevant.
Step 2: Deliver the State of the company message.
The agenda is not prescriptive, but is encouraged to follow the following format.
Welcome and thanks
Where we've been. Remind people of your most recent 1-year Plan and how you’re progressing toward those goals. Report the results of your most recently completed company Rocks, as well as Measurables vs. Target Measurables. Consider giving some historical perspective, like showing a V/TO™ from several years ago, to remind everyone what a long way you’ve come together!
Where we are now. Update your team on the status of any big projects underway, such as new machinery, software installations, or critical initiatives. It’s also a good time to recognize people and departments for achieving record numbers on Key Measurables or accomplishing key Rocks.
Where we're going. This is a great time to conduct a full review of your V/TO: Core Values, Core Focus™, 10-Year Target™, Marketing Strategy, 3-Year Picture™, 1 Year Plan, (yes, again) and Rocks for the coming quarter.
Questions. Open the floor and encourage people to ask questions.
Conclusion and thanks.
You may choose to add stories, especially those with some humour. Or you may choose to include announcements, such as new team members and anniversary celebrations. Similar to Phase 1, some may prepare a detailed presentation or even handout copies of the VTO at every State of the Company. Make it your own. Just be sure to do it every quarter! Sometimes the best addresses are from the heart.
Phase 3: Introduce EOS Foundation tools to departments.
Introducing EOS's foundation tools to the next level down in our accountability chart is the next phase. The leadership team has already practiced using these tools for months and the larger group has been introduced to Vision, Rocks and many other concepts. Now it's time for more people and teams to use them.
Step 1: Decide - One department or one layer at a time.
Starting point could be rolling out to just Sales department. (One at a time)
Or starting point could rolling out to next level below leadership team (Sales, Operations and Finance)
Either way, first there is a leadership team member who sits in the seat that owns each major function. There may be some nuance here, such as the Integrator or Visionary who also sits in one of the major function seats. That is fine, as long as one person owns the seat and is ready to lead the teaching of the EOS foundation tools to each respective department.
Step 2: Start using the tools
Train team leaders to moderate Level-10 meetings tailored to their departments. While the structure remains consistent, the content can vary to meet departmental needs.
Step 3: Utilize Scorecards
Each team should have its own Scorecard to track relevant data and trends, making leadership meetings more strategic and departmental meetings more tactical.
Step 4: Define and Set Rocks
Guide each department to set individual Rocks that align with company-wide Rocks. Prioritize these Rocks based on the most pressing needs of the department.
Phase 4: Establish "Departmental Quarterlies"
Once the tools are in place. It is time for the leader of EACH department to facilitate a half day or full day Quarterly session with their team. This session can be modeled after and inspired by the quarterly sessions that the Leadership Team of EOS run companies do every 90 days. This allows for a deeper connection with the EOS tools, as well as gives more time for team members to refine and make their rocks SMART, improve their scorecards and even IDS key issues.
The agenda is often defined as a collaboration between the Integrator and leader of the department to maximize synergy and reduce overlap.
An example departmental quarterly agenda;
Check-In
Review Prior Quarter
Review V/TO
EOS Tools (Teach or build tool such as scorecard)
Rocks
IDS
Next Steps
Conclude.
Remember every company goes at a different pace, the importance is progress! If you are having trouble, please do not hesitate to reach out to us for support. We love to help first.
If you are self-implementing and feel overwhelmed or are looking to accelerate the value of running on EOS - Reach out to us!
If you found value in this resource, please share to other companies that are running on EOS or who may benefit from running on EOS.
