Category Archives: EOS

Time blocking: A critical ingredient to business success

Time management has long been my obsession. It’s really a euphemism for self-management and the end-all and be-all of productivity. (The Entrepreneurial Operating System [EOS] is, at its essence, a self-management program for companies.) One major time management tactic is time blocking. Recently, I was reminded of this when reading Gary Keller’s “everywhere bestseller”, titled […]

Launching the Management Blueprint

Dear Reader, You are holding in your hand the inaugural edition of Management Blueprint, a newsletter written by and for the business owner and leader. Management Blueprints, such as the Entrepreneurial Operating System® (EOS®), are social systems, that allow small and medium size privately owned businesses to succeed. This newsletter is the medium through which […]

Why is EOS good for Your Health?

Shared a bagel with Jamie Ledwith, a great business banker with Village Bank in Richmond, this morning and he helped me understand another angle how an EOS Implementer helps business leaders. And it comes back to why we are social animals and how it helps us survive and evolve. According to healthresearchfunding.org, married men live […]

How to Downsize your EOS Leadership Group?

How to Downsize your EOS Leadership Group, without disappointing leavers? I often get this question from clients who start EOS with a large leadership group of over 5-7 people. There are multiple reasons for starting with a big team. Some CEOs want to use EOS to engage middle management in the vision building process. Sometimes […]

Why rate Level 10 Meetings?

The idea of the Level 10 Meeting is that we all take responsibility to make it a highly useful time investment. We rate the meetings to confirm that people find it valuable and if they don’t (ratings lower than 8) we process the issue and find out what is causing frustration / can be improved. Let the process do the heavy lifting for you, and via the rating process, force people to be forthright about their assessments of the meeting and to have to deal with the issues in the open, rather than in the corridors.