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The Vision/Traction Organizer™ (V/TO) is a powerful tool to help you simplify the strategic planning process, getting your vision out of your head and onto paper. Using our simple 2-page tool, you’ll answer eight questions to crystallize where your organization is going and how you will get there.

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Dan WilliamsCertified EOS Implementer
Certified EOS Implementer & EOS Worldwide Coach

Hi Geoff, if they're one business that shares services and a vision (including values) then one VTO is ideal to unite them. If their leadership teams and values are different then that is different. I've got several clients with multiple divisions and the VTO is a game changing tool that brought everyone together. Some have more Marketing Strategies to suit the individual divisions, but everything else works with together. 

Rick Pelletier
Fractional Integrator/CFO/COO

@Michael Emerson185 - the way I've done it is that Short Term issues need to be solved or have action taken on them in the next 7 days and are on the list and prioritized in the weekly L10 meeting. Everything else goes on the Long Term issues list and is reviewed by the Integrator on a regular basis to see if there is anything that requires escalation to the Short Term list. Otherwise they are reviewed during the Quarterly meeting as possible Rocks. Fortunately Ninety.io218 is a great tool for keeping track of these! 

Simply put, you need to compartmentalize.

Short Term Issues are addressed during the Level 10 Meeting. These are pressing matters that need to be solved immediately, i.e. broken equipment, a bad Measurable, an off-track Rock. This is where to-do’s are often created or decisions are made.

Use the Long Term Issues list as a parking lot for topics of discussion that are less urgent or don’t fit this quarter’s priorities. Examples include future Rocks, good ideas you don’t have the resources to pursue, or non-pressing problems, etc. While usually addressed during Quarterly meetings, keeping tabs on the Long Term list... (More)

Hi Rebecca, great question. I'm curious how your Core Values were initially established? Did you follow the EOS process for that? Or, some other method?

As @Jeff Chastain207 mentioned already, yes, you review your Core Values at quarterlies and the annual as we check in on our V/TO. I'm in total agreement with him that I don't see them change very often, but they can. And, certainly, if you're undoing a major shift.

I'd be curious to ask your leadership team if they're all in agreement that these are your Core Values that best reflect your team.

Coupled with that,... (More)