During our first 90 days of EOS® implementation, the sudden transparency from our weekly Scorecard and Accountability Chart™ is exposing severe underperformance in our legacy team, threatening to derail our momentum. How do we navigate this cultural shock during the initial rollout phase?

Question

Tyler Smith · Accepted Answer

The first 90 days of an EOS® implementation are a period of intense discovery. When you implement a weekly Scorecard and define clear roles on the Accountability Chart™, you shine a bright light on every corner of the business. It is common for this transparency to expose legacy employees who do not GWC™ their seats or who do not share your core values.

Your immediate priority during this transition is to remain steady and avoid knee-jerk reactions. First, establish whether the performance issue is a capacity problem or a values mismatch. Use your core values as a strict filter to evaluate their cultural alignment. If they share your values but are struggling in their seat, use the Accountability Chart™ to determine if they are simply in the wrong seat. They might have the conative wiring to succeed elsewhere in the organization.

Second, use conative screening tools like the Kolbe A Index to understand how these legacy employees naturally solve problems. This objective data helps you determine if their underperformance is due to conative stress, which occurs when their daily tasks contradict their natural instincts.

Do not back down on your standards to keep the peace. The purpose of the first 90 days is to establish a healthy foundation. While replacing or shifting legacy team members is difficult, ignoring these gaps will stall your rollout and prevent you from building a self-managing company. Address the misalignments directly and move forward.