Step 4: Determine who will update the spreadsheet each week for senior leaders to review at a regular meeting. Determine how the person will get the numbers from each leadership team member.

However, for the EOS® to work, you (the founder/owner) must be willing to embrace 4 mindset shifts: Like many entrepreneurs at an accelerated growth stage of their business’ development, when my previous company started to really gain momentum, I knew it was vital that we grow in a healthy, structured way. The Accountability Chart tool helps optimally structure an organization in terms of functionality and accountability. Further, the chart will help identify the right seats or roles that suits a given employee’s Unique Ability®: This system will work for some businesses, but is not a panacea for all businesses. It may disappoint leaders who are ready for more; especially those wanting to create a multi-generational, values-based culture, and a high performing business.For these reasons, I give the book a rating of 3 stars.

PDF Summary Chapter 1: The Entrepreneurial Operating System

The first component of the EOS™ is your vision. Most entrepreneurs have a vision for their company, which they assume everyone else can see as well as they can. But many times, others in the organization don’t see it—and when people are confused, they go in different directions and visions can’t be realized. Identify all obstacles to your targets. They'll emerge as you work through previous steps; capture them. An issue is any unresolved problem, idea, or opportunity. From what I have read about the system, and gleaned by talking with facilitators, the process is primarily driven by a visionary, and top-down leadership approach (Visionary and “Command and Control” Leadership styles). Visionary Leadership After building out the Accountability Chart, you should ask these three questions to confirm that you have fully completed it: The EOS Life: How to Live Your Ideal Entrepreneurial Life ( pdf book summary): Live your ideal life “doing what you love, with people you love, making a huge difference, being compensated appropriately, with time for other passions.”

Also, for a more sophisticated, developed or complex business model, such as manufacturing, this system will be less effective, than say for a simpler business model, such as a professional services firm. Your one-year plan: A plan for what has to happen this year creates traction for achieving your vision.

It All Starts with Rocks

Step 3: Assign an “owner” from the leadership team to each priority. This person will be accountable for achieving it, by creating a timeline, assigning tasks, and ensuring people complete them.

Your Target Market – your ideal customers with their demographic (who they are), geographic (where they are), and psychological (what they are) characteristics

PDF Summary Chapter 2: Letting Go of Control

You and your senior leaders should meet quarterly to review the vision and set priorities for the company and leadership for the next 90 days. Here are the steps: Get every staff to list down 3 people (ideally in the organization) who personify the type of people your company needs to become the market leader. I began reading with an open mind,because I love learning new ways of thinking and doing things. I make my living by sharing fresh insight, and the wisdom of my experience.So, anything that will pull me forward to better help my clients—I’m all in. Review the previous quarter: Review the financials, then review the company and leadership team priorities to confirm which ones were achieved (you won’t complete 100% every quarter; strive for 80% or better).