Session: Vision Building Day 2

EOS Tools and Vision Building - Day 2

I. Overview:

This document synthesizes information from several EOS Worldwide resources, focusing on the Vision Building Day 2 session and key EOS tools and concepts. The goal is to provide a clear understanding of the objectives, agenda, and facilitation techniques involved in helping leadership teams clarify their vision and implement EOS principles.

II. Key Themes and Concepts:

• Vision Building Day 2 Session: This session is a crucial step in the EOS process, following a "Focus Day" and Vision Building Day 1. It aims to solidify the leadership team's vision and create a clear plan for execution. The session strengthens the "Six Key Components" of a business.
• "Remember, we started the process with a focus day. Move forward to vision building day one about 30 days ago. Today's vision building day two. And when we finish today, we're going to move into the execution phase of the EOS process."
• Mastery of Focus Day Tools: A primary objective is to ensure the leadership team understands and actively uses the five Focus Day tools: *Hitting the Ceiling: Acknowledging that hitting ceilings is inevitable and understanding the five leadership abilities needed to break through them. *Accountability Chart: Defining the right organizational structure and ensuring everyone is in the right seat. *Rocks: Setting and completing quarterly priorities. *Meeting Pulse: Mastering the Level 10 Meeting format. *Scorecard: Tracking key performance indicators to monitor progress.
• "Our second objective is that we walk out of here with a crystalclear vision for the organization and a clear plan to achieve that vision and that you are all 100% on the same page with your vision and plan."
• The Vision/Traction Organizer (V/TO): The V/TO is a central document that captures the company's vision, including:
• Core Values
• Core Focus (Purpose/Cause/Passion + Niche)
• 10-Year Target
• Marketing Strategy (Target Market, 3 Uniques, Proven Process, Guarantee)
• 3-Year Picture
• 1-Year Plan
• Rocks
• Issues List
• Marketing Strategy: Defining the ideal customer and crafting a compelling message. It involves identifying:
• Target Market (Demographics, Geographics, Psychographics)
• 3 Uniques (Value Proposition, Differentiators)
• Proven Process (Mapping the customer experience)
• Guarantee (Reducing customer risk)
• "Marketing strategy includes four aspects and these first two we're going to nail today. We've got to get it right and then these last two we're simply going to make a decision. So target market we're going to define your ideal customer. The demographic, geographic and psychographic profile of your ideal customer. three uniques."
• 3-Year Picture: Creating a clear vision of what the company will look like in three years, including:
• Revenue, Profit, Measurables
• Number of Employees (Right People, Right Seats)
• Core Processes Documented, Simplified, and Followed By All (FBA)
• "What does this company look like in your mind? eye. What do you see when you imagine the company 2 and a half years from now at 18 million, 1.5 million profit, 1,800 widgets?"
• 1-Year Plan: Establishing specific, measurable, achievable, relevant, and time-bound (SMART) goals for the coming year.
• Rocks (90-Day Priorities): Breaking down the 1-Year Plan into actionable quarterly priorities for the company and individual leadership team members.
• Issues List: Identifying and prioritizing issues, then compartmentalizing them for resolution in Level 10 Meetings or through long-term strategic planning.
• Compartmentalizing: Organizing tasks and priorities into distinct categories: Goals (1 Year), Rocks (90 Days), To-Dos (7 Days), and Issues (Long-Term and Short-Term).
• EOS Foundational Tools: These are the five core tools that are implemented at every level of the organization: V/TO, Accountability Chart, Rocks, Meeting Pulse, and Scorecard.

III. EOS Tools and Processes in Detail:

• 3-Step Process Documenter: This tool provides a structured approach to documenting core processes:

1. Identify: List Core Processes (HR, Marketing, Sales, etc.).
2. Document: Record major steps in each process, supported by sub-points (who/what/where/when/how).
3. Measure: Confirm compliance with steps and activities for achieving goals, regular update of core process to address issues.

• Followed By All (FBA) Checklist: Ensures processes are consistently followed. It involves measuring performance on the scorecard, LMA (Lead, Manage, Accountable), and updating core processes regularly.
• "Lead, manage, and hold everyone accountable – everyone is to follow the process."

IV. Facilitation and Implementation:

• Implementer Role: The EOS Implementer plays a vital role in guiding the leadership team through the Vision Building process, ensuring they achieve clarity and alignment.
• Check-In Process: Start sessions with personal and business bests, updates (what's working/not working), and expectations for the session.
• One-at-a-Time Approach: When setting goals or making decisions, take a structured approach, discussing and refining each item individually.
• "Keep, Kill, Combine": Use this technique to refine lists of ideas, ensuring only the most relevant and valuable items are included.
• Long Streaming Question: Pose a comprehensive question to confirm buy-in and alignment on goals.
• Imparting Will as an Implementer: The Implementer must actively guide the team to address crucial areas like:
• Right People, Right Seats (RPRS)
• EOS Rollout
• Reviewing the Accountability Chart®: *Does everyone agree that this is the right structure? *Do you have the right people in the right seats? *Does everyone in the organization have enough time?
• Level 10 Meeting™: Weekly Pulse = same day, same time, same agenda, start on time, end on time. *Start on time. *Segue – Good News (one personal; one professional). *Scorecard (On / Off Track) – No discussion, any issues “drop it down.” *Rock Review – Company and Individual (On / Off Track).
• Delegate and Elevate®: Delegate stuff in the bottom two quadrants first, elevate to the stuff in the top two quadrants.

V. Next Steps and Conclusion:

• Between Sessions: Roll out Foundational Tools, read The Four Obsessions of an Extraordinary Executive, update tools, and prepare for an Implementer visit to observe a Level 10 Meeting.
• Session Conclusion: Gather feedback, confirm expectations were met, and obtain a session rating.

VI. Key Takeaways:

• EOS provides a structured framework for clarifying vision, setting priorities, and driving accountability within entrepreneurial companies.
• The Vision Building Day 2 session is a pivotal step in aligning the leadership team around a shared vision and creating a clear plan for execution.
• Mastery of the EOS Foundational Tools is essential for effective implementation of the EOS system.
• Effective facilitation by the EOS Implementer is critical for guiding the leadership team through the process and ensuring they achieve the desired outcomes.

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