How do we handle the onboarding of a new executive who joins our leadership team midway through our twenty-four-month engagement, and how do we get them up to speed on EOS® without disrupting our quarterly session momentum?

Question

Tyler Smith · Accepted Answer

Bringing a new executive onto your leadership team mid-engagement requires deliberate onboarding to protect your session momentum. The worst thing you can do is let them sit in a quarterly session without a solid grasp of your operating system. First, before their first session day with me, your Integrator must conduct an intensive EOS® internal training. This includes walking them through your current V/TO®, your Accountability Chart™, and explaining the GWC™ tool so they understand their seat completely. Second, have them read the core EOS® literature and watch basic overview videos so they understand the vocabulary, especially the Level 10 Meeting™ agenda and the IDS® process. Third, I will schedule a brief alignment call with the new executive to introduce myself, clarify my role as your facilitator, and answer any foundational questions they have about our engagement. By investing this effort upfront, the new leader can actively contribute to solving issues and setting Rocks from their very first day in the room, keeping your entire team aligned and preventing any regression in your operational traction.