A lifelong dream of mine was to be a pilot. I did my training, and got my pilot’s license. Being up in the air was thrilling, but there was one aspect I dreaded. When I first started flying, I was terrified of the radio. I would freeze up when I had to communicate with Air Traffic Control (ATC). I would do anything in my power to avoid speaking with them, including taking longer, more circuitous routes to avoid required dreaded radio communication. Flying was supposed to be fun and it was, so long as I did not have to speak to ATC. My inability to effectively communicate seriously limited my choices of destinations. I eventually decided to conquer my fears. The skill I needed to understand and perfect was the basic framework of ATC communication. Every communication with ATC is based upon a standard structure that is followed by all pilots:

Years ago my wife and I bought a new home but couldn’t afford to add air conditioning. A year later I went to Sears and bought a central air conditioning unit. The unit came with a do-it-yourself guide with detailed instructions and clear illustrations. Although she was a bit skeptical about my handyman abilities I reassured her that the project would be easy.

While reviewing the company scorecard during a Level 10 Meeting, a member of the leadership team asked that two items be dropped to the Issues List. Both were related to revenue and had been off track for more than one week. When the issue came up during the resulting “IDS” portion of the meeting, several people tried to downplay the issue pointing to bad weather, increased competition, market pressure – even calling the person who raised the issue a pessimist and naysayer. “Well”, said the naysayer, “facts are facts, and we should understand what’s really going on here.”

In the first three sessions with a new client, an EOS Implementer (like me) spends as much as half the time helping the leadership team strengthen their organization's "People Component." Both in and between those sessions, the leadership team is working hard to get the Right Structure for the organization, and to make sure the company is filled with the Right People in the Right Seats. The EOS Tools we rely on to strengthen the People Component in this way are Core Values, the Accountability Chart, the People Analyzer and GWC.

No one cares what you do. I know this seems a bit harsh but it is a reality all the same. There are many other companies that can fulfill the need your company currently fills or what you do. But there are probably none that can fill that need in the way or HOW you do it. It is not the "What" that your customers care about, it is the "How you do what you do" that makes you special. So, why is it that so few companies truly have their How documented?