When I first learned to fly, it was always in great conditions. Clear and sunny skies, no turbulence and very little traffic, with my instructor handling all radio communications. This helped me gain confidence, learn to trust my instincts and develop a real feel for piloting the aircraft. I was perfectly comfortable “flying by the seat of my pants” without a system or procedure.
When implementing EOS, clients often say, “this may be simple, but it’s not easy!” And they’re right. I’ve been helping other companies master these tools for more than seven years, and I’m still learning something new every day.
It’s amazing how most business issues are predictable. They rarely surprise us, yet so often leaders are unprepared to handle them as they surface. Why is that?
Does your company have a “complaint department?” Most do. Someone with a door that’s always open, a sympathetic ear and the promise of keeping things “between us.” In many organizations, these people seem to serve a valuable purpose—or at least do no real harm.
If resolving business problems is making your leadership team discouraged, you’re not alone. Some of my entrepreneurial leadership teams hit an emotional wall after their first year of implementing EOS—especially if they need to resolve many large organizational issues in the company. Even when they make significant progress in the first year, they still feel unsatisfied and a bit discouraged. Why?
