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@Bill Bennett2 probably the most consistent comment I've heard from everyone implementing EOS (big and small) is they didn't call out and directly address people issues as fast as they wish they did. If you're doing EOS, that means you want to grow and some people that were good for your past might not be good for your future. Those are tough conversations but everyone will be better off if you don't shield others from your expectations.

Other things I think are common for us little guys is not having mature data. Everything in our ERP system was cobbled together... (More)

Rick Pelletier
Fractional Integrator/CFO/COO

@Jenn32 - there is a Facebook group called EOS Self-Implementers Unite! and a lot of the members are Integrators. The best resource I've found so far is Rocket Fuel University (www.rocketfueluniversity.com90). It's a community of Visionaries and Integrators that do exactly what your talking about. In addition, there a live monthly Q&A call facilitate by Mark Winters (co-author of Rocket Fuel). There will also be some exciting news related to this coming out soon. There is also a group called the Integrator Community ( that has a monthly meeting with a guest speaker and then breakout rooms that are facilitated... (More)

Darrell Amy
Visionary, Growth Architect

Interesting question. I like the think about communicating in terms of the outcomes this creates. (After all, nobody actually buys a product or service, they buy the outcomes the product or service enables.)

For example, communicating the value of a visionary might include:

  • Innovation: Working with our business means that there is always someone surveying the landscape to bring new ideas to our clients...

Communicating the value of having an integrator might include:

  • Consistent Execution: Our clients enjoy consistent results because our team is led by an operations-focused professional that we call our integrator...

I'd like to give this some... (More)

Rick Pelletier
Fractional Integrator/CFO/COO

@Tracy Mahood32 - company Rocks are set by the Leadership Team and represent what needs to be done in the next 90 days to keep the company on track toward its 1 year goal. Personal rocks are set by the individual and are not necessarily related to the company Rocks or the 1 year goal. For example, an employee may want to learn a new skill to improve their chances for advancement.