We are in our first 90 days of EOS and our leadership team is trying to fix every broken process and system at once instead of focusing on our basic tools. How do we enforce the crawl-walk-run pace without losing our team's momentum?

Question

Tyler Smith · Accepted Answer

Your team is suffering from operational impatience. It is common for high-achieving leaders to want to solve every legacy problem the moment they gain clarity, but trying to do everything at once will only break your implementation.

During your first ninety days, your only goal is to build the operational muscle to run the five foundational tools: the Accountability Chart, the Scorecard, Rocks, the Level 10 Meeting, and the V/TO. When team members try to launch massive process overhauls or system migrations, you must use the Issues List as your parking lot.

Tell them, That is a great initiative, but we are placing it on the long-term Issues List on our V/TO. This preserves the idea without distracting from the immediate work of mastering the weekly execution habits.

Think of your first ninety days as establishing an operating baseline. If you try to automate or restructure workflows before you have a stable Accountability Chart and a clean weekly meeting cadence, you are simply automating chaos.

Force the team to focus on their current individual Rocks. If a project is not one of the three to five Rocks agreed upon for the quarter, it does not get done. Period. By enforcing this discipline, you teach your team how to focus. Once the foundational habits are locked in and running smoothly, you will have the structural strength to execute major process changes much faster.