Organizational Checkup results for ()
| Questions | Score |
|---|---|
| 1. We have a clear vision in writing that has been properly communicated and is shared by everyone in the company. | 1 |
| 2. Our core values are clear, and we are hiring, reviewing, rewarding, and firing around them. | 2 |
| 3. Our Core FocusTM (core business) is clear, and we keep our people, systems and processes aligned and focused on it. | 5 |
| 4. Our 10-Year TargetTM (big, long-range business goal) is clear, communicated regularly, and is shared by all. | 2 |
| 5. Our target market (definition of our ideal customer) is clear, and all of our marketing and sales efforts are focused on it. | 3 |
| 6. Our 3 UniquesTM (differentiators) are clear, and all of our marketing and sales efforts communicate them. | 3 |
| 7. We have a proven process for doing business with our customers. It has been named and visually illustrated, and all of our salespeople use it. | 4 |
| 8. All of the people in our organization are the “right people” (they fit our culture and share our core values). | 3 |
| 9. Our Accountability ChartTM (organizational chart that includes roles/responsibilities) is clear, complete, and constantly updated. | 2 |
| 10. Everyone is in the “right seat” (they “get it, want it, and have the capacity to do their jobs well”). | 2 |
| 11. Our leadership team is open and honest, and demonstrates a high level of trust. | 5 |
| 12. Everyone has Rocks (1 to 7 priorities per quarter) and is focused on them. | 4 |
| 13. Everyone is engaged in a regular Meeting PulseTM (weekly, quarterly, annually). | 4 |
| 14. All meetings are on the same day and at the same time, have the same agenda, start on time, and end on time. | 4 |
| 15. All teams clearly identify, discuss, and solve issues for the long-term greater good of the company. | 4 |
| 16. Our Core Processes are documented, simplified, and followed by all to consistently produce the results we want. | 4 |
| 17. We have systems for receiving regular feedback from customers and employees, so we always know their level of satisfaction. | 5 |
| 18. A Scorecard for tracking weekly metrics/measurables is in place. | 4 |
| 19. Everyone in the organization has at least one number they are accountable for keeping on track each week. | 5 |
| 20. We have a budget and are monitoring it regularly (e.g., monthly or quarterly). | 4 |
CURRENT TOTAL SCORE
70
Vision
56%
People
46%
Data
89%
Issues
90%
Process
82%
Traction
80%
Your Roadmap to Improving the Strength of Your Organization
To the extent that you can strengthen the Six Key Components™ (Vision, People, Data, Issues, Process, Traction®), your issues will begin to fall into place and the common frustrations that have been plaguing you will go away. Although it's nearly impossible to reach 100% in every component, achieving over 80% will turn your company into a well-oiled machine.
VISION
Introduction
Your organization is 56% strong in the Vision Component
To strengthen the Vision Component™ you must get everyone in your organization 100% on the same page with where you're going as a company, and what the plan is to get there.
Watch this video to learn what it looks like to be 100% strong in the Vision Component.
Recommended Reading
Inside Traction, you'll learn the secrets to strengthening the Six Key Components™ of your business.
Read Chapter 3: The Vision Component
A complete guide for employees in companies running on EOS® to your employees understand what EOS is and WHY they should care.
Have all of your employees read this book
EOS Tools
Vision/Traction Organizer™
DownloadThis two-page tool helps your leadership team define, document, agree on and share the company vision.
Download the V/TO™ and start answering the 8 Questions with your leadership team.
Recommended Next Steps:
Review the V/TO quarterly with your leadership team:
- Is each section still “right?”
- Is everything crystal clear?
- Is your leadership team still 100% on the same page?
Share the Vision with everyone in the company in a “Quarterly State of the Company” Meeting.
Repeat every quarter, forever. (see Traction- page 75)
NEXT
PEOPLE
Introduction
Your organization is 46% strong in the People Component
To strengthen the People Component™ you must get the right people in the right seats to help you achieve your vision.
Watch this video to learn what it looks like to be 100% strong in the People Component.
Recommended Reading
Inside Traction, you'll learn the secrets to strengthening the Six Key Components™ of your business.
Read Chapter 4: The People Component
A straightforward, practical approach to help bosses at all levels of an organization get the most from their people.
Have all leaders, managers, and supervisors read this book
EOS Tools
Accountability Chart
Different from an organizational chart, an accountability chart defines the right structure for your company and clearly identifies who is accountable for what.
Download the Accountability Chart, then build your own from scratch to make sure you have the Right Structure for your company, with each seat and role clearly defined.
People Analyzer™
This simple tool pulls your Core Values and Accountability Chart together to help your organization identify if you have the Right People in the Right Seats.
Use the People Analyzer as a tool to identify and resolve your People Issues.
Recommended Next Steps:
Work with your leadership team to discover and define your Core Values (see Traction – page 36)
Write a Core Values Speech, then deliver your speech often and consistently, and help all of your leaders learn to do the same. (see Traction – pages 39-45)
Use your Core Values to hire, fire, review, reward and recognize employees. Enforce them consistently, even when it hurts.
Confirm that you have the right people in the right seats. Make sure they clearly “Get, Want, and have the Capacity to Do It (GWC).” That means they consistently excel in the 5 Roles that define the seat.
Share your Accountability Chart with everyone regularly to crystallize everyone’s roles, responsibilities, and reporting
relationships.
Use the People Analyzer (see Traction – pages 85-86 and 102) to identify and resolve two kinds of People Issues (by coaching them up or coaching them out):
Right Person, Wrong Seat: This is someone who shares your Core Values, they just don’t “GWC” their seat.
Wrong Person, Right Seat: This is someone who’s good at their job, but they don’t share your Core Values. They’re chipping away at your culture in ways you may not see.
NEXT
DATA
CONGRATULATIONS
Your organization is more than 80% strong in the Data Component
Don't forget to have your team take the Organizational Checkup at least once a year to make sure you maintain a high degree of strength in this component.
NEXT
ISSUES
CONGRATULATIONS
Your organization is more than 80% strong in the Issues Component
Don't forget to have your team take the Organizational Checkup at least once a year to make sure you maintain a high degree of strength in this component.
NEXT
PROCESS
CONGRATULATIONS
Your organization is more than 80% strong in the Process Component
Don't forget to have your team take the Organizational Checkup at least once a year to make sure you maintain a high degree of strength in this component.
NEXT
TRACTION
CONGRATULATIONS
Your organization is more than 80% strong in the Traction Component
Don't forget to have your team take the Organizational Checkup at least once a year to make sure you maintain a high degree of strength in this component.
NEXT
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