Here we are at the final stage of organizational change—new beginning. In the first two parts of this series, we discussed how a Leadership Team and an entire organization may initially feel a sense of loss as EOS^®is introduced, and with time everyone will enter the neutral zone where learning starts to take place.

The new beginning is the point at which people understand EOS^®, and the tools make sense and are in use throughout the organization. Everyone understands the organization’s Core Values, the Vision, how the organization will achieve that Vision, and their respective role in moving the organization forward. 

In the new beginning stage, the organization has accepted EOS^®as its operating system, and the Leadership Team’s mind is more at ease. The organization is more fun—and more profitable. Keep in mind people will periodically get stuck, hit a stumbling block—it’s only natural as we learn new material. Be sure to reinforce teaching where needed, without any sense of criticism.

It’s important to remember that each person will move through the stages of organizational change at their own pace. The organizations that receive the intended value from EOS^®are those that internalize every aspect of EOS^®, and that takes time.

How much time? I can’t tell you how much time. There is no specific date to which a Leadership Team or an organization can point and say “Aha, we have operationalized EOS^®.”

EOS^®is a process, and you often need the support of someone who knows the system to guide you through the phases and to hold you accountable. That’s where an EOS Implementer™ comes in. We help you see the value of EOS^®and how it can work in your company, and we stand by your side and cheer you on when you accomplish your goals.

If you have any questions about EOS^®, the three stages of organizational change, or how to implement it in your organization, please fill out the consult form below to request a free, 15-minute phone consultation with me. When you progress through the EOS^®process, your company will have a new beginning.

You and your entire organization are now well on your way to harmoniously orchestrating the Six Key Components™ of EOS^®. Congratulations!

In Progressing Through EOS Part 1, we discussed the first stage of managing organizational change—letting go. The takeaway I hope you recognized is that change often represents itself to us as a loss. It may manifest as a loss of identity or that life as we know it at the company is gone.

This week we will address the second stage of managing organizational change—the neutral zone. This stage is characterized by uncertainty—the former is disappearing; yet our new way of operating isn’t fully implemented. The future may feel unknown, there is a new language being spoken that isn’t fully understood, or perhaps we don’t understand how we fit into the new future.

It is during this stage that I see Leadership Teams start to master the EOS^®tools, start speaking the same language, and start getting 100% on the same page. And Leadership Teams will see their teams develop in the same way.

Here are some ideas about how best to help everyone manage this stage:

• Continue to listen to understand—be sure you are not listening to vote
• Involve everyone in the process
• Celebrate as people begin mastering EOS^®tools, speaking the new language, mentoring their peers
• Keep reinforcing the message—repeat, repeat, repeat
• Perhaps additional team meetings would be appropriate to flush out issues, identify stumbling blocks, or simply listen

Leadership Teams and their organizations initially focus on the mechanics of the EOS^®tools, which makes perfect sense. The Leadership Teams and organizations that internalize EOS^®reach a highpoint where everyone understands “why” the tool exists. That is when organizations fully understand and experience the value EOS^®brings to their organization.

Progressing through EOS^®is not for the faint of heart, but it’s a process that yields big results. Do you have questions about implementing EOS^®in your company? Or are you in the throes of it and want to talk it through with someone who understands? If so, I invite you to use the contact form below to request a free consultation with me. As an EOS Implementer™, I help my clients let go, get through the neutral zone and prepare the way for a new beginning. And I can get you pointed in the right direction.

Today’s blog is the first in a three-part series describing the stages organizations and their Leadership Teams go through as they implement EOS^®.

I recently read Managing Transitions by William Bridges, Ph.D. and Susan Bridges. The book describes how to manage the human side of organizational change. It is the perfect explanation of what I see happening as Leadership Teams master the EOS^®tools, and the responses they may receive when rolling out EOS^®to their organization.

On page 5 in Managing Transitions, the authors describe three stages through which your entire team will progress as you roll out EOS^®:

Stage 1 – letting go

Stage 2 – neutral zone

Stage 3 – new beginning

Today, let’s discuss letting go. I challenge Leadership Teams to change their corporate behavior, to look at their company in new ways, and to fight for the greater good of the organization. 

Change is never easy, and it varies person to person. For the CEO, it may mean relinquishing some of the hats that person has been wearing for many years. It may mean a new role for a team member who moves into a new seat.

It is not uncommon for Leadership Teams to notice employees who seem disinterested, or express surprise and dismay when they first hear their leaders are implementing EOS^®.

Responses of this nature make perfect sense when we recognize people may feel threatened by change—they may feel they are losing their identity—that life as they know it at the company is gone. 

So how do you manage this phase? Here are some suggestions for your consideration:

• Accept what people say—do not debate
• Give people time—your Leadership Team learned EOS^®over the course of several months; be patient and give people the opportunity to learn and ask questions just as your Leadership Team did
• Recognize people are reacting to what they see as a loss, not the actual change
• Keep reinforcing the message—repeat, repeat, repeat
• Help people understand the opportunities that will become available within the organization
• Make sure each member of the Leadership Team presents the same information throughout the organization

I will leave you with a quote from page 117 in Managing Transitions: “Stability through change demands clarity about who you are and what you are trying to do. That is the starting point.”

If you or a member of your organization is having trouble letting go or is resisting the EOS^®process, it might be helpful to talk it through with someone who has been there. I am an EOS Implementer™, but I am also a business owner who implemented EOS^®in my former company. I’ve walked in your shoes, and I’d be happy to share my unique perspective with you—especially when it comes to resisting change and letting go.

Please fill out the consult form below to set up a free 15-minute obligation-free phone conversation with me. I am a great sounding board, and could help you figure out the best way to let go and move your business forward with EOS^®.

When I am working with Leadership Teams, I frequently hear leaders complain that they explained a decision, gave a direction or shared information with someone (i.e., a colleague, employee, vendor, customer), yet the desired effect or outcome was not achieved. They ask me or each other, “Why didn’t the person we were speaking with understand the situation?” or “Why didn’t they do what I said?” or “Why didn’t they know the answer to the question?”

The answer is simple—it’s all about communication. In EOS^®we say you have to tell people something seven times before they hear it for the first time. Let me repeat that—you have to tell people something seven times before they hear it for the first time.

You may feel silly or even bored repeating yourself seven times—I get it. You can manage that by using a variety of media or approaches that will resonate with your teams. You know them best, so think about how people prefer to acquire information. Perhaps you have a company intranet, a Slack channel, a company bulletin board, weekly departmental Level-10 Meetings™, Quarterly Conversations™, a company newsletter, or share information via email. You can share the information through all seven channels ensuring, of course, the message is consistent across all channels to avoid confusion.

Where this is most important is around culture and vision—it is not uncommon for people to view these topics as a “flavor of the month.” Your employees may even express cynicism, either verbally or behaviorally. Repetition helps people learn we are sincere about culture and vision. Do they understand your culture and vision? Do you live your culture and vision?

Repeat. Relentlessly. Avoid the temptation of taking short cuts. You have to tell people something seven times before they hear it for the first time.

Do you feel like what you say is falling on deaf ears? You’re not alone. Let’s talk about how to change that and start becoming more efficient in your communication. EOS^®can help. If you’d like to chat about the opportunities EOS^®provides to streamline your communications processes, please fill out the consult form below to schedule a free phone call with me. No obligation and no pressure.  EOS^®provides the channels your business needs to ensure your communicating most effectively—so those repetitions are easy to implement and achieve the outcome you’re looking for.

There is a wonderful story in the book, Teaching the Elephant to Dance by Jim Belasco. The book is about Dr. Denton Cooley, a cardiothoracic surgeon famous for performing the first implantation of a total artificial heart. Mr. Belasco spent months following Dr. Cooley around observing and interviewing him.

One day, as Dr. Cooley was about to enter the operating room, he spent about a half hour talking with the gentleman who was washing the floor outside the OR. After Dr. Cooley entered the operating room area, Mr. Belasco spoke with the man, noting he and Dr. Cooley had talked for quite some time. The gentleman responded, “Oh, yes, we talk every morning before he enters the OR. I always look forward to our chats.” Mr. Belasco then asked the man, “What do you do here?” He replied, “We save lives.”

I share this story with my clients when we are discovering their Core Values. I think the gentleman’s reply that “We save lives” epitomizes the strength of Core Values. The man could have said, “I wash floors” or “I’m the janitor.” But he didn’t because he understands the reason the hospital exists and the primary role of everyone in that hospital.

That is company culture. That is a demonstration that Core Values are not a memo from administration. Core Values have a life—they are lived every day—and they are demonstrated by every employee every day. 

I challenge you and your Leadership Team at your next Quarterly Session to take five quiet minutes, review each Core Value and underline the ones you need to operationalize better. This will help you determine how you can improve internal and external processes to ensure your Core Values are front and center throughout your company.

If you would like to chat about your company’s Core Values or need help identifying them, I welcome the opportunity to talk with you. After you fill out the short consult form below, we can set up a free phone conversation to discuss your Core Values. It’s not enough to just have them—you must live them, too. Let’s get you on track to have your entire team displaying your Core Values every day.