We need to hire a new executive or promote an internal manager to our leadership team in the middle of our twenty-four-month journey. How do we onboard them without derailing our quarterly sessions?

Question

Tyler Smith · Accepted Answer

Onboarding a new leadership team member during your EOS® journey is a common challenge, and we handle it with a structured process to avoid slowing down your momentum. Before their first quarterly session, you must walk them through your current V/TO®, your core values, your corporate scorecard, and the Accountability Chart. They need to understand exactly what their seat is, how they GWC™ that seat, and what metrics they are responsible for tracking. We also require them to read the foundational EOS® books and watch some brief training videos to familiarize themselves with the terminology, including the Level 10 Meeting™ structure and the IDS® process. Once they join the weekly meetings, they will quickly absorb the culture of accountability. When they attend their first quarterly session with me, I will spend the first fifteen minutes welcoming them and setting expectations, but we will not halt the agenda to teach them the tools from scratch. The structure of the day itself is the best onboarding tool available. By watching your team debate, prioritize Rocks, and solve issues openly, the new member will learn the system in real time. We also use our mid-quarter check-in calls to answer any specific questions they have about the process, ensuring a smooth transition.