@Tom Geen32 - my advice would be to use the transition time to focus on the Accountability Chart, specifically the Leadership Team. Once you have the structure defined, you can start focusing on RPRS. Once you have your Leadership Team in place (including the Integrator), I would proceed with rolling out EOS. I would also strongly advise you to use an EOS Implementer to guide your new team through the process. They are awesome at what they do and provide a very fast ROI.
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The Operations and Finance components of businesses typically have documented processes that are adhered to. Sales and marketing on the other hand are a bit more wild west when it comes to repeatable, inspected processes and expectations.
Do you have a separate sales and marketing Level 10?
Issues are added on the fly during your L10 as you review your scorecard, rocks, customer/employee headlines, and ToDo's, and anything else that's important for the team to talk about. On average you'll have 5 to 10 new issues added each week. You'll probably have 3 to 5 leftover from the previous week.
One of the main reasons you are adding issues is to get your off-track numbers, off-track rocks, and unhappy employees back on-track. Sometimes it's just an update to keep all your people in the know.
Yes, there are issues that the leader can and should... (More)