I throughly enjoyed your training. I just started with a new company and I’m suppose to lead my first quarterly meeting tomorrow so your video was helpful. 👍
Hello, thank you for the explanation! IDS is really very tricky for our team. One of the things we see during IDS is that the action items are too large to be completed on a weekly basis. For example, core issues such as the lack of a competitive compensation plan would require multiple action steps that cannot be completed all at once. I am curious how those big Action Items (or project) should be broken down, and where the rest of the action items should go. Also what happens to the core issue, since its tackled part by part? Does it remain in the Issues List?
Great question. IDSing is primarily intended to focus on the tactical items intended to keep your rocks on-track and scorecard green. Inevitably, issues will come up that are big and not tactical. A comp plan is a great example. If the issue will take more than a week to fix, then it is a rock hidden as an issue... These are dangerous because they distract and take away from your current plan. We set rocks to set our priorities. These big mid-quarter issues threaten our focus. So, when this occurs, you would recognize it as a bigger issue, add it to a "long-term" issues list and address it at your next Quarterly session. This issue, and others like it, would then compete with the many other priorities that need to be taken on for the next quarter. At first, pushing Issues to Quarterly sessions can feel irresponsible. Once you get good at it, you realize it is the key to maintaining focus because big, scary things are always popping up and derailing us. Here is an EOS video that talks about this (in particular, 1:45 minutes in): th-cam.com/video/0G4qHw1PtSI/w-d-xo.html. Great question!
I throughly enjoyed your training. I just started with a new company and I’m suppose to lead my first quarterly meeting tomorrow so your video was helpful. 👍
Hello, thank you for the explanation! IDS is really very tricky for our team. One of the things we see during IDS is that the action items are too large to be completed on a weekly basis. For example, core issues such as the lack of a competitive compensation plan would require multiple action steps that cannot be completed all at once. I am curious how those big Action Items (or project) should be broken down, and where the rest of the action items should go. Also what happens to the core issue, since its tackled part by part? Does it remain in the Issues List?
Great question. IDSing is primarily intended to focus on the tactical items intended to keep your rocks on-track and scorecard green. Inevitably, issues will come up that are big and not tactical. A comp plan is a great example. If the issue will take more than a week to fix, then it is a rock hidden as an issue... These are dangerous because they distract and take away from your current plan. We set rocks to set our priorities. These big mid-quarter issues threaten our focus. So, when this occurs, you would recognize it as a bigger issue, add it to a "long-term" issues list and address it at your next Quarterly session. This issue, and others like it, would then compete with the many other priorities that need to be taken on for the next quarter. At first, pushing Issues to Quarterly sessions can feel irresponsible. Once you get good at it, you realize it is the key to maintaining focus because big, scary things are always popping up and derailing us. Here is an EOS video that talks about this (in particular, 1:45 minutes in): th-cam.com/video/0G4qHw1PtSI/w-d-xo.html. Great question!