Session: Vision Building Day 1

EOS Vision Building Day 1 Session Guide

Overview: This document provides a detailed guide for facilitators (Implementers) leading a Vision Building Day 1 session within the Entrepreneurial Operating System (EOS) framework. The session aims to crystallize the leadership team's vision, ensuring everyone is "100% on the same page" regarding the company's future. It focuses on defining core values, core focus, and the 10-year target. It emphasizes the importance of "Traction first, Vision second," building upon the foundation established during the earlier "Focus Day" session.

Key Themes and Ideas:

1. Building on the Focus Day Foundation:

• The Vision Building Day 1 session directly follows the Focus Day, reinforcing and expanding on the tools and concepts introduced there. The session starts with reviewing the Focus Day tools to ensure "mastery = understanding (common vocabulary) and implementing (fully integrated)." This includes reviewing concepts like "Hitting the Ceiling" and the "Five Leadership Abilities" (Simplify, Delegate, Predict, Systemize, Structure).
• The "Accountability Chart" is a key tool carried over from the Focus Day, with a significant portion of the session dedicated to refining it and addressing "Right People, Right Seat" (RPRS) issues.

1. The V/TO (Vision/Traction Organizer) and the 8 Questions:

• The core of the Vision Building process involves answering "The 8 Questions™ in the V/TO®." This serves as a "Simplified approach to strategic planning...all in two pages/no 50-page plans." These questions encompass:
• Core Values
• Core Focus
• 10-Year Target
• Marketing Strategy
• 3-Year Picture
• 1-Year Plan
• Quarterly Rocks
• Issues List
• Day 1 focuses on the first three: Core Values, Core Focus, and 10-Year Target.

1. Core Values: Defining the Culture and "Right People":

• The process for discovering core values involves identifying employees who exemplify the company's ideal culture. Implementers ask the leadership team to "think of three people that if you had 100 of them, you could take over the world."
• Core values are "a small set of essential and timeless guiding principles" (3-7 is the recommended range). They define the company's culture, attract the right people, and should be used for "hire, fire, review, reward, and recognize."
• The session involves identifying characteristics of the exemplary employees, then filtering those characteristics to identify the true core values, avoiding "value traps" like "Permission to Play," "Aspirational," and "Accidental" values.
• The People Analyzer is used to assess how well leadership team members embody the defined core values. This tool will be used to "set the bar / the standard for the company."
• A "Core Values Speech" is developed to consistently communicate the company's values.

1. Core Focus: Defining the "Sweet Spot":

• The "Core Focus" is defined as the company's "reason for being, what it’s world-class at." This is also described as the company's "sweet spot."
• It's comprised of two key elements:
• Purpose/Cause/Passion: The "why" behind the company's existence. Examples include "Disney – To make people happy" and "EOS Worldwide – Helping entrepreneurs live their EOS Life."
• Niche: What the company does better than anyone else. Examples include, "Walgreens – Most convenient drugstores" and "Starbucks – Prem