Additional Tool: CV Speech

EOS® Core Values and Vision Sharing

I. Overview:

This document summarizes key elements of the Entrepreneurial Operating System (EOS®), specifically focusing on its core values and the importance of a shared company vision. The goal is to provide a concise overview for those looking to understand these fundamental aspects of EOS®.

II. EOS® Core Values:

EOS® emphasizes a set of core values that guide behavior and culture within an organization. These values are intended to be consistently exhibited by those within the EOS® community. The five core values are:

• Be Humbly Confident: "We're real down-to-earth people grateful for the opportunity to help our clients... we work our tails off... we have a great toolbox with a simple set of concepts and practical tools." This emphasizes a blend of humility and competence, rooted in hard work and a practical approach. It's about being confident in the value you deliver without arrogance.
• Grow or Die: "We're people that are obsessed about learning, growing and reaching outside our comfort zones... we believe at our core that there's a better tomorrow out there." This value promotes a continuous improvement mindset, a commitment to personal and professional growth, and a rejection of complacency.
• Help First: "At the core we are driven to deliver value before we expect anything in return... giving freely is baked into everything a professional a OS implementer does." This prioritizes providing value and assistance without expecting immediate reciprocation. It's about a service-oriented approach and a genuine desire to help others succeed.
• Do the Right Thing: "It's about integrity about doing what's right because it's right... just good honest people always focused on helping those around us." This underscores the importance of ethical behavior and integrity in all actions and decisions. The "mom watching" analogy reinforces the idea of consistent ethical conduct.
• Do What You Say: "Very simply we always deliver we always keep our promises...if we make a promise you can count on us to deliver." This stresses reliability and accountability. It highlights the importance of carefully considering commitments before making them and then consistently delivering on those promises.

III. Vision Sharing: The State of the Company Address

A key practice in EOS® is ensuring that everyone in the organization understands, buys into, and shares the company's vision. The primary mechanism for this is the State of the Company (SOC) address.

• Purpose: The SOC address is designed to keep the entire workforce updated on the company's progress, challenges, and future direction. It aims to foster a shared understanding and commitment to the company's vision.
• Frequency: Most EOS® companies present a SOC at least quarterly.
• Structure: The SOC address should be concise (30-60 minutes) and cover three key areas:
• Where we've been: Reviewing past performance and progress toward goals. "Remind people of your most recent 1-year Plan and how you’re progressing toward those goals. Report the results of your most recently completed company Rocks, as well as Measurables vs. Target Measurables."
• Where we are now: Updating the team on current projects, initiatives, and key metrics. "Update your team on the status of any big projects underway, such as new machinery, software installations, or critical initiatives. It’s also a good time to recognize people and departments for achieving record numbers on Key Measurables or accomplishing key Rocks."
• Where we're going: Reinforcing the company's vision, goals, and plans for the future. "This is a great time to conduct a full review of your V/TO: Core Values, Core Focus™, 10-Year Target™, Marketing Strategy, 3-Year Picture™, 1 Year Plan, (yes, again) and Rocks for the coming quarter."
• Benefits:Increased understanding and buy-in to the company vision. "You will help your people to understand, buy into, and engage in your company vision (please note you must tell them seven times before they hear it for the first time; it takes time)."
• Improved alignment and engagement across the organization.
• Opportunity for feedback and questions from employees. "Asking for and receiving an authentic response allows folks to understand more deeply and to buy into the vision. Furthermore, those who work in the trenches sometimes ask questions that reveal a flaw in leadership’s thinking which, when addressed, improves the vision or heads off trouble."
• Forces leadership to create a concise and well-thought-out message. "You will force yourself to create a concise, well–thought-out message, which helps you and your leadership team buy in."
• Delivery Methods:Regularly scheduled meetings (e.g., "First Tuesday") with in-person and virtual participation.
• Quarterly "All Hands Meetings."
• Recorded messages.
• Informal videos.
• Content Tips:Be honest and transparent about both successes and challenges. "As you plan your speech, remember that your audience has not been present in your leadership meetings and is not privy to the company’s successes (or failures) and what you’ve learned as a leadership team."
• Tell stories to make the presentation more engaging.
• Welcome questions and feedback.
• Don't aim for perfection; focus on regular communication. "Your SOC will evolve and its quality will improve over time. Don’t worry about making it perfect – just do it! And do it regularly to ensure that your entire workforce becomes steeped in your culture and feels they share in your journey and experience."

IV. Conclusion:

The EOS® framework emphasizes the importance of clearly defined core values and a shared company vision. By consistently embodying the core values and regularly communicating the company's vision through the State of the Company address, organizations can foster a strong culture, improve alignment, and drive progress toward their goals.

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