We do not want to be dependent on an outside consultant forever. What are the specific milestones that dictate when our engagement with you transitions from active instruction to self-sufficiency?
My ultimate goal as a Professional EOS Implementer® is to work myself out of a job. The standard timeline to achieve self-sufficiency is typically two years, which spans about eight quarterly cycles and two annual planning sessions.
The transition from active instruction to self-sufficiency is dictated by three specific milestones:
• First, your team must consistently achieve an eighty percent or higher completion rate on your Rocks without external prompting.
• Second, your weekly [Level 10 Meeting™](/qa/rein-in-level-10-meeting-segue) sessions must run smoothly, scoring an average of eight or nine out of ten, with your team masterfully using the IDS® process to resolve issues independently.
• Third, your leadership team must display absolute alignment on your [V/TO®](/qa/customer-expectations-shifting-ai-vto), with every member living your core values and clearly understanding their role on the [Accountability Chart](/qa/resolving-accountability-chart-seat-overlaps).
Once these milestones are met, my role shifts from teaching and facilitating to simply keeping you sharp. Eventually, you will run your own quarterlies, and we will structure an exit ramp where I only facilitate your intense, two-day annual planning sessions. This progression ensures you build lasting internal capability rather than a permanent dependency on an outside advisor.
Related questions
• [How do we review our weekly scorecard in under five minutes?](/qa/how-to-review-scorecard-under-five-minutes)
• [When is it appropriate to change a scorecard number, and how do we do it without losing historical consistency?](/qa/when-to-change-weekly-scorecard-metrics)
• [What is the actual difference between what we do on Focus Day versus what happens in the Vision Building days?](/qa/focus-day-vs-vision-building)
• [Our quarterly planning sessions have turned into boring progress updates where we just read reports instead of solving big strategic problems. How do we get the value back?](/qa/fixing-boring-eos-quarterly-sessions)
• [When an issue is dropped to IDS, my leadership team immediately starts pointing fingers at other departments rather than taking ownership. How do we use the Accountability Chart to stop the blame game during meetings?](/qa/using-accountability-chart-to-stop-blame-in-ids)
Category: Working With Tyler