The Seven Questions Your People MUST Answer
Walt Brown’s Background
If you talk with Walt Brown, you will know immediately that he is not shy. His strong presence, however, emphasizes one thing he will happily tell you from the start: if you engage him in EOS, he will NOT be practicing on you. In fact, Walt has been an EOS Implementer since 2008, done over 120 EOS Implementations, and logged over 10,000 hours with teams in the room mastering EOS – theory, fundamentals, and financials. In his blogs, Walt addresses theory, psychology, philosophy, fundamentals, and financial factors in their connectedness to form a total EOS world. As you can imagine, we are thrilled to have “Uncle Walt” as one of our O4G contributors.
Great to meet you! I’m Walt Brown. My series of blogs will often be based on the Seven Questions. Throughout my deep experience in the EOS world, I have noticed when people who “get It” read Traction their reaction is always some variation on the same. They say, “Man, here it all is, I don’t need to look further… I’m not sure why I know this, but, it is here and it is something practical that I can put in place.” Hopefully, you are, or will become, one of those people in short order.
Why EOS Works: The Seven Questions
EOS works because it enables two things:
- It enables every employee to answer Yes to the 7 Questions.
- It enables every leadership team to KNOW that all of their fellow employees can answer Yes to the 7 Questions.
The Seven Questions every great employee will answer yes to.
Before I roll out the seven questions, as a quick related sidenote: all of this is copywritten and is the basis of my Forbes Books Featured Author book with the working title The Patient Organization. Without further ado: Your people must ask themselves, DO I:
- Know what I am accountable for?
- Understand how I am measured?
- Know how my opinion is being heard?
- See how I am developing as professionals?
- Fit the organization’s work-life balance expectations?
Do they? The answer, in an EOS company, is that they should.
A Deeper Dive Into the Seven Questions
Now that I’ve set the table as far as what the seven questions are, allow me to go deeper. Like most introspective processes; these questions beget more questions.
Do I belong?
In this question, employees are really asking: Do I share my work core values? Do I have the skills to contribute to the overall good we are working for? Finally, do I belong as a member of this tribe; do I fit in here? ©wbco
Do I believe?
Do I believe in the purpose, the mission, and the passion behind my organization? What’s more, do I believe in the strategic direction of my organization; do I think our leaders are on the right path? ©wbco
Do I know what I am accountable and responsible for?
In short, is my job clear to me, are my seats well defined? Does this allow me to act autonomously for the greater good? Is the purpose of my job clearly defined along with my authority in my job? How about efficiency; have inefficiencies been eliminated? Are communication channels clear and open? Additionally, at the most basic level, have my teammates been clearly identified? ©wbco
Do I know how I am being measured?
In other words, from an objective point of view, do I know what success in my job looks like? Do I agree with the measurements? Do the measurements motivate me? ©wbco
Do I know how my opinion is being heard?
This is another way of saying: Is there a methodical, systematic approach we follow as an organization to be sure my opinion and the opinion of my colleagues is being heard on a regular basis? Does this organization have a level of trust so the best ideas come out without reprisal? ©wbco
Do I know how I am being developed?
Is there a methodical, systematic approach we follow as an organization that ensures my proper development? Do I understand the approach and agree with it? ©wbco
Do I fit the organization’s work-life balance expectations?
In order words, does my organization make me feel guilty when I’m not working and/or am I resentful when I am on the clock? ©wbco
I will write far more on each of these questions, but this blog lays the groundwork for what will follow. In short, EOS crystallizes a precise vision where malcontents and detractors will quickly self-identify. In other words, those who don’t believe in the vision or feel welcome will likely not be productive for long.
Next, with clear goals and data, success becomes measurable and attainable. Similarly, increased trust and communication between employees ensures everyone is being heard. To that end, talented people stay to grow; people who do not fit the culture leave or are flushed out.
Finally, when you achieve traction with all the other components, the madness that haunts employees washes away at work and beyond. In other words, teams just get things done. With improved traction, there is no need for overtime or overstress. That is what we do.
In summation: Thank You, Walt. We look forward to your future posts.
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