Bill, great question! We've been running on EOS now for about 18 months, and are also a small team of 14. One of our challenges was getting our Visionary out of the business....when we first started he was on our accountability chart as the Visionary and the Director of Sales. One of our annual rocks is to get him to 100% Visionary role.

It's pretty common in smaller organizations that individuals wear many hats. For instance, I'm the Integrator, as well as the owner of the Compliance and the owner of Finance, which includes HR, Office Management and Accounting. EOS... (More)

@Bill Bennett28 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)

Hey, @Jonas Mosse21 these are our regularly scheduled meetings outside of the EOS meeting pulse (L10, quarterly, and annual).

Weekly one-on-ones with direct reports. Everyone with LMA meets weekly with their direct reports. Leadership Team members are about 45 minutes, plant workers with their supervisors are more like 10.

Quarterly conversations and annual evaluations with direct reports. Read How to be a Great Boss for more details on these.

Financials. There are two standing monthly meetings re: financials. We meet ahead of closing the books to bring up concerns about anything on the P&L, those issues are resolved offline with... (More)