One of the biggest and fastest impacts you can have on your organization in terms of better communication, accountability, team health, and results is to hold a weekly meeting with your leadership team. Your weekly meeting should focus on making sure everything important is on track and that you’re solving all relevant issues for the week and removing all obstacles and barriers for your people.

Bottleneck, logjam, impasse, run aground – there are lots of ways to say that things are not moving forward– you’re stuck. We’ve all been there, and once you realize it’s happened, you immediately start looking for ways to get UN-stuck.

While there are many ways that organizations get stuck, it is often the result of an organization outgrowing whatever systems, resources, or people that brought them to where they are. Implementing EOS^® helps you gain traction so you can begin moving forward again, allowing you to get what you want from your business.

At a recent gathering of the EOS Implementer Community™ one of my fellow Implementers shared this quote that may help you figure out where to start:

“Have you ever noticed that the bottleneck is always at the top of the bottle?”

It could be that one of the main reasons you are a successful business leader is that you really know how to talk. You’ve been rewarded in your career for being able to talk your way into (or out of) anything. You’ve been successful in convincing people, inspiring people, and getting your way because of your ability to talk. But, like most things in life, too much of a good thing can turn a strength into a weakness.

A leader may hold the title, but it's the person who leads who excels at coaching and getting the most from his or her employees. If you're on a leadership team, which person are you?

Although many leaders understand that coaching their employees is a large part of their job, few profess to excel at leading, managing, and creating accountability (LMA™). And I've never had a business owner tell me that the reason they started their business was because they loved to manage people. It's no surprise then that "people issues" are one of the common frustrations of leaders, owners, and managers.

"I'm not sure I'm the right person to run this company."

As I started the EOS^® process with a marketing agency, the CEO told his leadership team that he wasn't sure that he was the right person to run the business. He gave everyone full permission to speak up at any time during their exercise if they thought he wasn't the right person.

It was clear that he was anxious. He wanted to do the right thing for the team and the business, and he didn't want any elephants in the room.

This CEO was unusual—not because of his doubts, but because of his honesty.