We have leaders who are excellent at hitting their personal numbers but fail to build influence with their teams, keeping them stuck at a positional level. How do we use the Accountability Chart and our quarterly coaching conversations to move them from permission to production and people development?

Question

Tyler Smith · Accepted Answer

A leader who relies solely on their title to get things done will eventually hit a ceiling. True leadership development requires moving from simple position to permission, production, and eventually people development. You must use your EOS® tools to structurally support this growth.

First, look at the Accountability Chart. A management seat must have the specific role of leading, managing, and holding people accountable (LMA). If a leader is hitting their individual sales or production numbers but failing to develop their direct reports, they are failing their LMA role. You must assess their GWC™ for this specific role, not just their technical skills.

During your quarterly coaching conversations, shift the focus from simple task management to relational influence. Use these sessions to help the leader understand the personal dynamics of their team. Have them focus on building permission-based relationships by listening to their direct reports and understanding their individual conative profiles, such as their Kolbe results.

Finally, set specific leadership development Rocks for these managers. A Rock does not have to be a technical project; it can be a commitment to implement a structured feedback loop or to mentor a key employee. By holding them accountable for developing their people, you move them from simple positional authority to active, influential leaders who can successfully cascade EOS® throughout your organization.