Tool: Vision/Traction Organizer

EOS Vision/Traction Organizer (V/TO) and Vision Sharing

Overview:

This document summarizes the key concepts and processes surrounding the Vision/Traction Organizer (V/TO) tool within the Entrepreneurial Operating System (EOS), with a specific focus on how to create and share a compelling company vision across the entire organization. The V/TO is a tool used by leadership teams to clarify their vision and create a roadmap for achieving it. Getting the entire organization to understand and embrace this vision ("Shared by All") is the second critical discipline.

1. The Vision/Traction Organizer (V/TO):

• Purpose: The V/TO is a two-page document designed to "crystalize your Vision" by answering The 8 Questions™. It is introduced during Vision Building® Days 1 & 2.
• The 8 Questions: These questions are the core of the V/TO and guide the leadership team in defining their vision and plan:

1. Core Values: "An essential set of guiding characteristics that define who you are at the core and what you want from the culture of your organization." These values are used to "attract great people" and "repel people who aren’t a great fit for your culture."
2. Core Focus: The organization's "sweet spot," encompassing its purpose, cause, and passion. It is critical to "stay laser focused within that Core Focus." Other terms for this concept include "Vision statement," "Mission statement," "Voice," and "Hedgehog concept."
3. 10-Year Target: "A long-range big goal for your business." The document suggests that this should be a simple, clear number one business goal for your organization.
4. Marketing Strategy: A plan to identify and reach the ideal prospect, broken down into four parts:

• Target Market: The "demographic, geographic and psychographic profile" of the ideal customer.
• 3 Uniques: "Three differentiating characteristics...that make you different and better than the competition."
• Proven Process: "A one-page visual illustration of the way you take care of your customers."
• Guarantee: "A pledge or a promise that reduces the fear of adoption" and "eliminates objections."

1. 3-Year Picture: A clear visualization of what the company needs to look like three years from now. It starts with defining revenue, profits and measurables.
2. 1-Year Plan: Defines the revenue, profit, and measurables for the next year.
3. Quarterly Rocks: "90-day business priorities," to maintain focus, discipline and accountability.
4. Issues List: "Your big, long-term issues... Things you know you need to get to, but not in the next 90 days."

2. Sharing the Vision ("Shared by All"):

• Challenge: Getting everyone in the organization to understand, embrace, and act in accordance with the vision. One source asks, "How do I get my people to share the vision?"
• Company Rollout of the VTO:. The first discipline is a company rollout. When ready, after leadership team tools are learned, pull the entire organization together and roll out the VTO. Convey the vision, one section at a time.
• "State of the Company" Address: Immediately after each quarterly, within a week or two, conduct a state of the company to share "where we've been, where we are, where we're going."
• Repetition is Key: It can take time to get everybody to share the vision. It takes approximately a year and nine months (seven times) until people get the vision. You have to hear it seven times before they hear it for the first time.
• Staying the Course: There's no magic pill or secret recipe. You need to stay the course and be disciplined.

3. Implementation Considerations:

• Initial Resistance: Expect "eyes rolling" and skepticism during the initial rollout of the VTO. People need to hear the message multiple times before it resonates. It is natural for people to have a "flavor of the month look."
• Adaptability: If a company-wide meeting isn't feasible, consider departmental rollouts, regional meetings, teleconferences, or online conferences. The key is to find what works best for the client.
• People Decisions: Those who perpetuate the vision through their actions will become apparent, as will those who don't. This may necessitate "tough people decisions."
• Getting back to basics: Remind clients that the discipline of quarterly "State of the Company" addresses to stay on track with sharing the vision.

Key Quotes:

• "The 8 QuestionsTM ...help crystalize your Vision"
• "Core Values are just an essential set of guiding characteristics that define who you are at the core and what you want from the culture of your organization."
• "Rocks are just 90-day business priorities – getting us all 100% on the same page with what’s most important over the next 90 days."
• "Those are The 8 QuestionsTM and that is your V/TO. You’re all on the same page. It’s a simplified approach to strategic planning."
• "When everyone's energy is going in one direction amazing things happen."
• "If you want to get your people to share the vision, you have to like tell them."
• "They have to hear it seven times before they hear it for the first time."
• "Staying the course and being disciplined... They'll know the ones that are perpetuating the vision. Their actions typically perpetuate the vision. They want want to be a part of that compelling vision. They get excited when they hear about it. The ones that don't, you'll quickly know and that's when they got to make those tough people decisions."

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