I am looking for advice regarding specifics about rolling out to the organization. I understand the roll out to one level at a time and from a high level; but need some guidance with the specifics. Should the next level of roll out go through a Focus Day, VB1 and VB2 day as one entire group for that level; or should there be several - one done within each individual team within that level? Who should lead those sessions - the implementer, or should the leader of that level be prepared to lead those sessions with those teams? And, how do you ensure that issues at one level are not solved in that level if not appropriate at that level (many teams trying to solve an issue that may be owned by a higher level team, for example)? Looking for some good, detailed advice about the roll out.

@Jody Fearing  Trende119 - I'm an Integrator, not an Implementer, but my experience is that the Focus Day, VB1 and VB2 are just for the Leadership Team. Once the Vision is set by the Leadership Team, it can be cascaded down through the organization to determine departmental goals and Rocks that support that Vision. My experience is that each Leadership Team member leads the role out to their direct reports. As the Integrator, I would usually sit in on these meetings, but mainly for support purposes until the Leadership Team member is completely comfortable with it. As far as making sure Issues are solved at the right level, it would be up to the person facilitating the L10 where the issue came up to determine if it should be cascaded up or down.

Again, I'm not an Implementer, so hopefully we'll get some other perspectives from them. @Jim Haviland135 - what are your thoughts on this?

@Jody Fearing  Trende154 We did a Focus Day, Vision Day and Annual Planning with our implementer @Dean Breyley152 (great guy!) and this was our original roll-out plan when we started implementing EOS in the end of 2017.

We didn't roll out most tools until probably Q3/Q4 2018 but the plan kept us on track. The biggest challenge was the change management and bringing our team leads along. So we did various EOS training and coaching sessions with them internally - still to this day for all new people in an LMA function.

Hope that's helpful, cheers

Philipp

Hey @Jody Fearing  Trende125  - the purest way to roll this out would be along these lines: o

Once the LT are ready to roll these out, have some form off kick-off/comms with the team as to what is going to happen and why. Then to have the leaders of each team cascade the tools to their teams (generally one level at a time). We start with the 5 Foundational Tools (V/TO, Acc Chart, Rocks, Meet Pulse, Scorecard) and we build a plan around getting those tools to those teams and getting them in place. 

It is generally the Leader of the Team supported by the Integrator whose accountable for teaching their team these tools, and then when that team has those tools in place, we cascade again - next quarter, sometimes longer. 

There is no one solution fits all approach to EOS Roll Out, you have to build one that works for you. Some teams roll all the tools out to some of their people, and some roll some of the tools out to all of their people etc... 

There is no need for teams following the LT to do a pure FD/VB etc - and yet we do encourage them to get in to a Team Meeting Pulse of Annual, Quarterly etc following on from the Leadership Team - just like they replicate the L10s - although the timeframe for these is generally much shorter - a Departmental Team may hold a half day Annual for example compared to the LT's 2 Days. 

This is a really high level answer and I hope it provides some clarity. Daniel Davis's content below is great and I have also collated some other Roll Out Materials here if you want to dive deeper:

https://drive.google.com/drive/folders/1WwY7wmj1P66b4MlsRNYRW0W8QdxeezMK?usp=sharing179

Thanks @Philipp Maucher129  for the nudge. Appreciate it and hope you are doing well. 

Jody, below is content from a PDF handout provided by @Daniel Davis139 at the virtual Lead Now 2.0 event held in December. (I hope I'm allowed to share this!)

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1. Ensure basics training is complete:
   • Traction read by all managers.
   • What The Heck is EOS read by all team members.
   • How to be a Great Boss read by all managers.
2. Ensure all Departments have their own Departmental plans (V/TO™ “Traction” page) and Meeting Pulse™; they are holding Annual Planning and Quarterly sessions, Level 10 Meetings™, and are executing well.
   
   Tips: 
   • Departmental Level 10 Meetings can be 60 minutes
   • Departmental sessions can be half-day
3. EstablishV/TO™ “Vision” pagesfor Departments. This israising the bar in termsof their use of tools, and gettingthem to work on their business unit more.
   • Core Values – remain same
   • Core Focus™ – remain same
   • Core Target™ – remain same
   • Marketing Strategy – review and consider whom their “internal” clients are:
   • What their demo, psycho, geo is.
   • What are your “3 Uniques™” that you offer these people?
   • What is your Guarantee/Promise?
   • 3 Year Picture™ -  3 year date, revenueand profit can be removed. Measurables should be your key measurables for your Dept.
   • What does it look like? What do you want your Dept. to look like in 3 years’ time?
4. Campaign EOS by creating a “University” (imageOne example) ensuing the EOS Model™ and Toolbox are taught:
   Top 10:

• EOS Model. It’s a constant reference point when we IDS™ to help identify the root cause area/s.
• V/TO™
• Accountability Chart. The power of clarity, RPRS.
• Scorecard. Knowing one’s number and its impact.
• Level 10 Meetings. The power of an Agenda, Healthy Rules.
• People Analyzer™. Simplify people issues, identify easiest, and recruit better, using PA!
• IDS. It’s something we should teach in schools to our kids!
• Clarity Break™. Teach them to think!
• Rocks. Less is more and the power of focus. And the power of one quarter at a time.
• Quarterly Conversations™. Same page, accountability, communication.

      Make it fun and interactive, have a quiz!

Other Tips:

• Do kick-ass quarterly SOC meetings so they can see you (Leadership Team) using EOS tools.
• Walk the talk and ensure you (LT) use the tools correctly and consistently.
• Create your own training program for your teams and ensure it’s used.
• Explain the “Why” of EOS – why you chose it, why you use it.
• Repeat yourself often – 7 times!
• All team members should have a “Personal Plan” (Use any format for SMART goal-setting, or ask your Professional EOS Implementer for a tool).

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I'm in the process of rolling out EOS to all of my departments.  Look forward to hearing other advice on this.

@Jody Fearing  Trende129 I'm an Integrator as well and agree with @Rick Pelletier130, in the two roll outs I've been a part of (one with a Certified Implementer) the roll out started with the Leadership team to really define the business through the development of the Accountability Chart and Vision Traction Organizer (V/TO). These are guiding documents and really inform the practice of moving adoption down into the teams. Of course, issues will often be sourced and addressed by the whole organization. This will only increase as the organization adopts EOS and increases in their journey with it, however it is still the leadership team that "leads" to ensure the right issues are being addressed at the right time.