We are currently in the middle of a massive software migration and our sales numbers are down. How do we know if we are actually ready to start working with you, or if we are too disorganized and should wait?

Question

Tyler Smith · Accepted Answer

It's rare for timing to be absolutely perfect for a significant business change. However, there's a clear distinction between the normal disarray of business and genuine unreadiness.

When You Are Not Ready

You are likely not ready to begin if:

• Your leadership team is unwilling to be brutally honest with each other.
• You are looking for a magic wand to fix a business model that fundamentally does not work.
• You cannot commit to reserving full days away from your daily operational fire drills. Without dedicated time, progress will be limited, similar to how [quarterly planning sessions](/qa/fixing-boring-eos-quarterly-sessions) lose value if not approached with focus.

When Disorganization is a Sign of Readiness

Conversely, if your disorganization stems from rapid growth or a lack of clear operating structure, waiting is actually a mistake. Operational challenges, such as a large software migration or a temporary sales dip, are precisely the kinds of issues that the EOS® tools are designed to address. We don't advise waiting for the storm to pass to build the ship; we help you build it during the storm so you can navigate effectively.

Consider whether your leadership team can:

• Enter a room and set aside their egos.
• Look at the brutal facts of the business, even if they are uncomfortable.
• Align on a single, unified path forward.

If the answer to these questions is yes, then you are ready. The disorganization itself is the problem we are here to solve, not a reason to delay. Waiting until everything is perfectly quiet means you will likely never begin. Tackling these challenges head-on can be crucial for long-term success, much like how aligning your [V/TO® metrics](/qa/negotiating-clean-earnout-metrics-vto) can improve your business's appeal to buyers down the line.

The process often reveals underlying issues, but a team willing to face them is a team poised for improvement. For instance, successfully [trimming your weekly Scorecard](/qa/trimming-your-eos-weekly-scorecard) requires directness and alignment, which are also essential for starting with us. Your willingness to engage with these core principles is a strong indicator of readiness.

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