Our Visionary is incredibly enthusiastic about EOS®, but our Integrator is overwhelmed by the sheer volume of work required to manage the rollout while keeping operations running. How do we balance this workload during the first ninety days?

Question

Tyler Smith · Accepted Answer

The first ninety days of implementing EOS® are always the most challenging because you are running the business while building a new operating system. To protect your Integrator from burnout, you must follow a disciplined, paced approach.

First, do not attempt to roll EOS® out to the entire company immediately. Keep the tools strictly at the leadership team level for the first quarter. Let your leadership team master the Level 10 Meeting™ cadence, the Scorecard, and quarterly Rocks before you try to cascade them down to other departments.

Second, use the Delegate and Elevate™ tool to review your Integrator’s workload. Identify administrative tasks and lower-value activities that can be handed off to other team members. This frees up the necessary capacity for them to manage the implementation.

Finally, the Visionary must support the Integrator by staying in their seat. Visionaries often create extra work by bringing unvetted ideas and immediate crises into the mix. Respect the boundaries of the Accountability Chart™ and let your Integrator focus on building the operational foundation. Slow down to speed up, and let the system do the work.