We have outside investors and a board of directors who want to see traditional, complex financial projections and corporate roadmaps. How do we get them to accept the V/TO® and the EOS® framework as our primary planning and reporting tools?

Question

Tyler Smith · Accepted Answer

Outside investors and board members often default to complex, multi-page strategic plans because they want to feel secure about their investment. However, these massive documents usually end up gathering dust on a shelf. To get your board to accept the V/TO® and the EOS® framework, you must show them how these tools drive better performance and greater transparency than traditional corporate roadmaps.

Start by presenting the V/TO® as your high-level strategic plan. It clearly outlines your core values, core focus, ten year target, three year picture, one year plan, and quarterly Rocks. This gives your board a clear, concise view of your strategic direction without the fluff. Show them how the one year plan and quarterly Rocks break down their financial expectations into highly actionable, binary goals that your team is accountable for executing.

Next, share your weekly Scorecard data at board meetings. Board members love leading indicators. By showing them a clean dashboard of your core operational metrics, you prove that you have your pulse on the business and can predict financial results before they hit the profit and loss statement. When your board sees that your Level 10 Meetings™ and disciplined execution lead to predictable, consistent growth, they will quickly embrace EOS® as the superior way to run and scale the business.