Tool: LMA

EOS Tool - LMA (Leadership, Management, Accountability)

Overview:

The EOS (Entrepreneurial Operating System) LMA tool focuses on developing leadership and management skills to drive accountability within an organization. It emphasizes that accountability is a byproduct of effective leadership and management, not something directly enforced. The LMA framework provides a practical, actionable approach by identifying five core practices for both leadership and management. The core equation driving LMA is: L + M = A

Key Themes & Concepts:

• Leadership vs. Management:The sources highlight a clear distinction between leadership and management as separate, vital disciplines. Being good at one doesn't automatically make you good at the other.
• Leadership is described as "On" the business, focusing on "clear direction," "creating the opening," and "thinking." It's about vision, strategy, and providing the context for the team. As noted in the video "Leadership is about thinking and working on the business...giving clear direction to your people and letting them do the tough work."
• Management is described as "In" the business, emphasizing "expectations," "communication," and "doing (execution)." It's about day-to-day operations, clarity, and ensuring tasks are completed.
• Slide 4 from "LMA" visually represents this distinction.
• The Five Leadership Practices:The LMA framework identifies five key practices for effective leadership:
• Giving Clear Direction: "Creating the opening," painting a compelling vision (V/TO®). This involves creating opportunities for people to "take it and run with it."
• Providing the Necessary Tools: Providing resources, training, technology, people, and "time and attention." It's about supporting direct reports to succeed and letting them know you "got their back."
• Letting Go of the Vine: Delegating effectively (Delegate and Elevate®) and trusting competent individuals (GWC™ - Get it, Want it, Capacity to do it). It is important not to "take it back." This also references the book The One Minute Manager Meets the Monkey by Kenneth Blanchard.
• Acting with the Greater Good in Mind: Prioritizing company vision (V/TO®) and needs, aligning actions and decisions accordingly, and "walking the talk."
• Taking Clarity Breaks: Scheduling time for reflection, strategic thinking ("on" the business), and restoring confidence. As stated in the LMA guide, "At fi rst you may be concerned about when you’ll fi nd the time. The irony is, you’ll actually save time by taking Clarity Breaks." The sources suggest using a blank legal pad or journal to facilitate thinking during these breaks.
• The Five Management Practices:The LMA framework identifies five key practices for effective management:
• Keeping Expectations Clear: Ensuring clarity on "mine and theirs" expectations, covering Roles, Core Values, Rocks, and Measurables.
• Communicating Well: A two-way street, ensuring "you know what is on each other's mind (no assumptions)." This involves sharing "2 emotions (one positive, one negative)" and monitoring the "question-to-statement ratio" (aiming for 80% them talking, 20% you). Employing techniques like "Echoing" to ensure mutual understanding.
• Having the Right Meeting Pulse: Maintaining an "even exchange of dialogue," "reporting measurables," and "keeping the circles connected." Emphasizes finding the right balance of attention and space for direct reports.
• Having Quarterly Conversations: Engaging in informal, out-of-office conversations (coffee, lunch, walk) using tools like "The 5-5-5" and "The People Analyzer® (Core Values and GWC™)." These conversations are to compliment what they are doing well and address potential issues.
• Rewarding and Recognizing: Providing timely feedback ("Give positive and negative feedback quickly (24 hours)"), criticizing in private, praising in public, being the boss (not the buddy), and using the "Three-Strike Rule" for performance issues. A Napoleon quote is referenced: "No amount of money will induce someone to lay down their life, but they will gladly do so for a bit of yellow ribbon."
• Self-Assessment & Commitment:The LMA process involves a self-assessment using a "Yes/No" format for each practice. Leaders/managers assess whether they consistently apply each practice with all their direct reports (if even one report receives a "No," the overall answer is "No").
• The process includes a commitment to convert all "No" answers to "Yes" within a set timeframe, and ideally to conduct the self-assessment face-to-face with direct reports to generate open dialogue.
• The LMA guide shares the questions that a leader should consider during a clarity break, such as, "Is the Vision and Plan for the business/department on track?" and "What can I delegate to others in order to use my time more effectively?".
• Accountability as a Byproduct:The central premise is that accountability isn't something to be imposed but rather emerges from consistent application of the leadership and management practices.
• The resources directly state: "Accountability is the byproduct of great leadership and management." and "Holding people accountable isn’t something you “do” to people."
• Hiring the Right People:The document emphasizes the importance of hiring competent individuals and having the "right people in the right seats."
• A Jim Collins quote is provided, ""The moment you feel the need to tightly manage someone, you’ve made a hiring mistake."
• Non-Negotiables:Two things are non-negotiable for effective LMA:
• "You must genuinely care about your people."
• "You have to want to be great."

Implementation Notes:

• The LMA tool is taught during Quarterly Pulsing® Sessions.
• Preparation includes reading "How to Be a Great Boss" and watching the LmA Toolbox lesson video.
• The implementation process involves facilitating discussions to ensure participants understand how to convert "No" answers to "Yes."
• The importance of a consistent feedback loop and regular check-ins to ensure progress is maintained.

Overall, the LMA framework provides a structured, practical, and actionable approach to improving leadership and management skills, ultimately driving accountability within an organization by focusing on clear direction, support, and open communication.

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