Our leadership team uses the V/TO® to set annual and quarterly goals, but it does not drive our hiring, firing, or daily operational choices. How do we make the V/TO® the ultimate filter for our culture and daily operations?

Question

Tyler Smith · Accepted Answer

If your V/TO® is only opened during quarterly planning, it is not an operating system, it is just a piece of paper. To turn the V/TO® into an active daily filter, you must weave it directly into your human resource and operational rhythms. Start with your Core Values. Use the People Analyzer™ as a quarterly requirement to evaluate every employee. This ensures you are hiring, firing, reviewing, and rewarding people based on the very principles written on page one of your V/TO®. If you tolerate a high-performer who violates your Core Values, you are actively telling your company that your V/TO® is a lie. Next, use your Core Focus™ to filter every new business opportunity and operational project. When a new idea is proposed, the leadership team must ask if it fits within your defined niche and passion. If it does not, the answer is a hard no, regardless of how lucrative it seems. Finally, share the V/TO® with the entire company at least once every quarter during your State of the Company address. When every employee knows the 3-Year Picture™ and the 1-Year Plan, they understand how their weekly Rocks and metrics contribute to the larger vision.