Tool: Accountability Chart

EOS Accountability Chart

Purpose: To provide a comprehensive overview of the EOS Accountability Chart tool, its purpose, implementation, and related considerations.

I. Core Concepts and Principles:

• Foundation: The Accountability Chart is based on the fundamental belief that every organization has three core functions: Marketing/Sales (M/S), Operations (Ops), and Finance. "The Accountability Chart is based on the fundamental belief that every organization has 3 traditional major functions."
• Integrator and Visionary: In addition to the three core functions, high-performing organizations often have two additional key roles: the Integrator (I) and the Visionary (V). "In addition to 3 traditional major functions in all great organizations, there are 2 additional major functions — the Integrator (I) and the Visionary (V)."
• Integrator: Responsible for harmoniously integrating the major functions, running the business, and driving accountability. "Harmoniously integrates the major functions of the organization," "Run the business / the glue," "Drives accountability in the organization."
• Visionary: Focuses on big ideas, strategy, and high-level relationships, often staying at a "30,000 feet" perspective. "Big idea people," "Love to stay at 30,000 feet," "Come to every meeting with twenty ideas," "Creative problem solvers." Visionaries typically dislike detailed work and tough conversations.
• Structure First, People Second: The Accountability Chart emphasizes designing the right structure before assigning people to roles. "Structure fi rst, people second." This ensures clarity and reduces complexity.
• Single Accountability: Only one person can be accountable for each major function. "Only 1 person can be accountable." When two people are accountable, nobody is truly accountable.
• Customization: The Accountability Chart is not a one-size-fits-all solution. It needs to be customized to reflect the unique structure and needs of each organization. "We’re going to customize your Accountability Chart in two ways." This involves determining the number and nature of the major functions and clarifying the roles of the Visionary and Integrator.
• Five Major Roles: Each seat on the Accountability Chart should have five clearly defined major roles or responsibilities. "What are the 5 roles in each seat?"

II. Implementation Process:

• Focus Day: The Accountability Chart is typically introduced during a "Focus Day" session. The objectives are to sell them on the power of the Accountability Chart®, create their structure with roles at the leadership team level, and get the leadership team names in seats.
• Facilitation: A facilitator guides the leadership team through the process of defining the major functions, clarifying roles, and assigning responsibilities.
• Agreement: Throughout the process, it's crucial to gain agreement from the leadership team at each phase.

1. Key Steps:Identify Major Functions: Determine the 3-7 major functions of the business (excluding titles).
2. Add Integrator and Visionary: Incorporate these roles if applicable.
3. Define Five Major Roles: Clarify the five key responsibilities for each seat, starting with the main level and moving up to the Integrator/Visionary.
4. Fill the Seats: Assign people to roles based on whether they "Get it, Want it, and have the Capacity to do it" (GWC).

• Ground Rules:Look forward 6-12 months, not back. "Look forward (6–12 months), not back."
• Detach from ego and current roles; focus on the optimal structure. "No people; detach from your role; let go of your ego."
• Homework: Each person accountable for a major function builds out the Accountability Chart for their team.

III. "GWC" (Get It, Want It, Capacity):

• Concept: To put the right people in the right seats, individuals must possess three qualities: "get it; want it; capacity to do it" to create context.
• Get It: Having a natural aptitude and intuitive understanding of the job. "Aptitude; or the natural ability for something. An intuitive feel or grasps of what the job is, how it works and how to do it."
• Want It: Genuinely desiring to perform the job. "Do they genuinely want to do the job?"
• Capacity: Having the mental, physical, spiritual, time, knowledge, and emotional capacity to fulfill the role. "Do they have the mental, physical, spiritual, time, knowledge, and emotional capacity to do the job?"
• Importance: If any of these three is a "no," the individual is unlikely to succeed in that role. While capacity can sometimes be developed, "Get It" and "Want It" are typically non-negotiable.

IV. Addressing Specific Scenarios:

• New Integrator After Focus Day: Implementer needs to make sure the Visionary rereads Chapter 7 of Rocket Fuel, which is about patience and having a ramp-up plan. The visionary is also supposed to share their wish list with the new Integrator. The integrator will need a copy of Rocket Fuel, a Crystallizer Assessment, and enrollment in Rocket Fuel University.
• One Person in Both Visionary and Integrator Seats: This is addressed by having the individual read Rocket Fuel, take the Crystallizer Assessment, and enroll in Rocket Fuel University to clarify which role they are best suited for. The other role will be added to the RPRS list.

V. Going Live with the Accountability Chart

• Clients usually create their Accountability Charts over the first three sessions.
• Trick their minds by asking them to look out 6-12 months into the future to determine the right structure.
• 90% of the time, clients are ready to roll the accountability chart out after VB2, but the other 10% isn't due to dysfunctional reasons such as ego related issues or strategic issues. In this case, you have to honor their fears and concerns and wait to roll it out.

VI. Key Takeaways:

• The Accountability Chart is a powerful tool for creating clarity and structure within an organization.
• It emphasizes a "structure first, people second" approach to ensure that roles are well-defined and aligned with the organization's goals.
• The "GWC" framework is essential for putting the right people in the right seats.
• Customization is key to making the Accountability Chart work effectively for each unique organization.
• The Integrator and Visionary roles are critical for high performance, and their responsibilities must be clearly defined.

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