I'm not sure what specific inquiry you were intending to make. However, based on other's comments, I'd have to say I think the concern that running EOS and committing to the Meeting Pulse would negatively impact billable hours is somewhat unfounded. It assumes that people are 100% effective in the use of their time during normal working hours to feed the company's bottom line. Having tracked time use pretty religiously over a decade, I've found that 75% is closer to the norm and that in what I would consider a high performing organization. Also, the clarity in purpose and results... (More)
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Aren't we all really relying on "billable time"? We don't have extra people who do what our leadership teams do so any time any of us takes away from the business likely results in a revenue reduction. I'm expecting we'll become so much better that we will receive an ROI in a short time.
Hi @Sherri Neasham5 the majority of the leadership teams I work with face this. The 5 days out each year are a factor, but they can usually adjust their roll out and rock load each quarter to ensure they're available. Over time they are able to improve data, process and people to the point where they aren't relied upon for billable time and get to do it as a choice. I experienced this first hand too as an EOS client before becoming an implementer. Feel free to contact me directly to go into more detail.
from @Mike Paton via comments:
This is an issue to hit head on. The purpose of an Accountability Chart is to make clear who is accountable for what, and who reports to whom. Two reasons we use functions (like "Sales Management") and Roles (like "LMA, Acquire New Customers, Grow Existing Rel'ps, Hit GM goals, etc.") instead of titles:
1. Clarity and simplicity. Titles can meen different things in different organizations, but "sales management" means, well, sales management. Crystal clear and quite simple.
2. Egos. Titles and heairarchy trigger people's desire for relevance, authority, validation, etc. They provoke emotional responses.... (More)