The work is the same.
Where it leaves you is your call.
Most engagements run about nine months across three quarters. Nine months is the goal. How mature your team is, and how many people are already in the right seats, can stretch it. The work follows the same path each time, and where it leaves you depends on what you want from the other side of it.
Some founders want to lead from the visionary seat full time, at the altitude they built the company to lead at. Others are ready to step into what comes next: a board seat, exit preparation, a new venture, more time at home. The work that gets them there is the same. We build a team and a system that hold the operation without the founder being the discipline, and what you do with the room that creates is the part only you decide.
- Q1 · Months 1 to 3
Build the system.
- Q2 · Months 4 to 6
Tune the team.
- Q3 · Months 7 to 9
The team takes the weight.
Within the first month, leadership meetings go from unstructured and unproductive to actually getting things done.
Build the system.
In the first quarter we learn your operating rhythm from the inside and start giving it structure.
We stand up the weekly leadership meeting, run Working Genius with your leadership team, begin the core process build, and help the team name the quarterly rocks that actually matter. Within the first month, your leadership meetings go from unstructured to productive.
By the end of Q1 you have:
- Effective leadership meetings running on the team’s own calendar
- Foundations and beliefs in place for accountability
- Quarterly rocks owned and tracked by the people responsible for them
- Core processes built and co-authored with the team
- Agreed authority and escalation frameworks
- A common language the whole leadership team defines the same way
Tune the team.
The second quarter is about people.
We put the EOS® tools most teams already have to real use: the Accountability Chart, the People Analyzer and the Scorecard. We coach personal execution one on one, hold the right-person-right-seat conversations honestly with a path forward built in the same room, and teach the team the Five Dysfunctions and how to identify, discuss and solve issues.
By the end of Q2 you have:
- Core processes the team uses to get ahead of issues
- Core processes the team uses to troubleshoot and fix issues as they come up
- A leadership one-on-one cadence that holds without you driving it
- A common language in use: Working Genius, EOS®, the decision tree
- The seat conversations complete or scheduled, each with a written path forward
- Individuals using a personal execution framework
The team takes the weight.
By the third quarter the team is running its own meetings and owning its own rhythm.
The discipline you have been supplying in person now lives in the system and the people, so the operation holds without depending on you to hold it. We move from holding the wheel to keeping watch, and our presence in the room gets lighter on purpose.
By the end of Q3 you have:
- A team running its own operating rhythm without you supplying the discipline
- A hiring framework installed, so the right people keep landing in the right seats
- An internal facilitator identified and trained
- An EOS® tool cadence in place, so the team does not drift from what it learned
- A team ready to carry whatever comes next for you: more growth, a stronger exit, or your next venture
Where this leaves you.
By the end of the engagement, the business runs on the team and the system rather than on you. Whether you spend the room that creates leading more or stepping into what comes next, you stop being the only adult in the room on accountability, and what we leave behind is capability rather than dependence. If a second engagement makes sense, we are glad to talk about it. If it does not, that is exactly how this is supposed to end.
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