Too often when things aren't going right in your Business, you tend to focus on where you think the problems lie and come up with a solution in isolation to what's going on elsewhere in the company. It would be like getting a prescription from a doctor without first having a consultation about your symptoms to see what else is going on.

The same applies in business; don't potentially misdiagnose the problem without all the facts. So how can you keep a close eye on all the facts?

Everyone who runs a company on EOS^® struggles with how to set Rocks at the start of their journey. If you are having issues with setting your quarterly priorities, take heart – you are not alone! And it is not as difficult as it may seem at first.

Are you spending too much time doing things you’re not passionate about in your business? Do you find yourself buried in nonproductive details and trapped in complex, energy-draining activities? Or, have you wondered what happened to the original energy and passion you had for the business?

When helping an entrepreneurial leadership team clarify, simplify, and achieve its Vision, we use a tool called the V/TO™ (Vision/Traction Organizer™). This EOS Foundational Tool™ contains eight questions, and our job as EOS Implementers™ is to get every member of the leadership team to agree on every word of the answers to each of those questions.

When there’s weakness in the Vision component of your organization, it’s not that there’s no Vision. Often there’s too much Vision – you don’t all agree.

“The Peter Principle” is a term coined by Laurence J. Peter in 1969 to describe the recurring phenomenon of employees being promoted to – and often beyond – their highest level of competence. While hilariously illustrated in the comic strip Dilbert, both versions of the television show The Office, and the movie Office Space – the consequences for a small, entrepreneurial company aren’t funny at all.