As the owner, what is my specific personal accountability during the ninety days between our sessions to keep the leadership team from falling back into chaotic habits, and how do you coach me through that?

Question

Tyler Smith · Accepted Answer

As the owner, your primary job between sessions is to stop saving your team from their own mistakes. Many founders suffer from a rescue complex, which is a form of resistance that prevents their leadership team from stepping into true ownership of their seats. During the ninety days between our quarterly sessions, you must model the behavior of an owner, not a firefighter. You do this by maintaining the sanctity of the Level 10 Meeting™ and resisting the urge to jump into daily department issues. When a leadership team member struggles with their Rocks, your role is not to do the work for them or micromanage their day. Instead, you must point them back to the tools we established in the session room. Use the weekly Level 10 Meeting™ to identify, discuss, and solve the bottlenecks using the IDS® process. If you step in to solve every problem, you teach your team to remain dependent on you, which destroys your business valuation and kills your exit readiness. I coach you to step back and observe their conative styles in action. Your leadership team must learn to manage their own energy and execute their commitments without your constant intervention. Your job is to hold the line, protect the white space, and let the EOS® process work.