Scorecards help leadership teams come up with numbers that are based on essential activity, but what do those measurables actually mean to the business? When used correctly, your organization’s numbers give everyone a single, measurable unit that guides them in their daily work. The right numbers in a business enable business coaches or EOS Implementers™ to create clarity and accountability throughout the different teams in a business by having a clear picture of expectations and goals. When an organization has clearly defined measurables in place that are each assigned to an individual who is held accountable for them, it gives everyone something to focus on.

When it comes to tracking how a business is doing, many business coaches or EOS Implementers™ find that business owners are relying on things like financial reports and other types of forecasting data as a way to monitor the pulse of the company. While tracking financial data is important, it doesn’t give you a full 360° view into how the business is doing. What you really need is consistent access to measurables that show you how you are doing right now, allowing you to correct your course and make changes over time to prevent or minimize errors.

Filling out the Accountability Chart with the help of a business coach or EOS Implementer helps leadership teams identify who is accountable for what, but it doesn’t necessarily mean that the right people are in the right seats. Before you move people into new roles or start hiring new members of the team, you need to start with GWC.

For business coaches and EOS Implementers™, the roles of Integrators and Visionaries are an essential part of any organization, no matter how big or how small. In a partnership, EOS Implementers typically identify the visionary as the owner, co-owner or founder, while the integrator is often the CEO, president or general manager. The integrator and the visionary couldn’t be more different in terms of how they think and problem solve, however, when their individual Unique Ability® is correctly matched together and they are working toward the same business goals, the results can be exciting.

In his bestselling book, Good to Great, author Jim Collins popularized the concept that a critical element to an organization’s success comes down to getting the right people in the right seat. No matter how much time a leadership team spends developing their vision with a business coach and communicating those shared goals and beliefs throughout the business, it does little good if they don’t have the right structure in place and the right people for the job.