Most business coaching is advice

You meet with someone smart every other week. They ask good questions, you leave with a list, and for a few days the list feels like progress. Then the week happens. The list lives in your notebook, your team never saw it, and the next session opens with why nothing moved.

That is not a bad coach. It is a coaching model built around one person, the owner, when the problem is usually that too much of the company already runs through that one person. Coaching the owner harder can make the bottleneck more efficient. It rarely removes it.

Coaching with an operating system instead

I coach differently because I use a system, and the system belongs to your team rather than to me. EOS gives the company a handful of tools every leader uses every week: a one-page vision and plan, a chart of who owns what, three to seven priorities per quarter called Rocks, a Scorecard of weekly numbers, and a meeting format that ends with issues solved rather than discussed.

The coaching happens inside those tools. When a Rock slips, we don’t talk about motivation in the abstract. We look at who owned it, what got in the way, and whether the seat on the chart is even right. When a number on the Scorecard goes the wrong way three weeks running, it lands on the issues list and the team works it. You get a coach who holds the whole team to what it said it would do, and the accountability stays in the building after I leave.

What changes for the owner

Less of the business depends on you, and at first that feels worse. You will watch someone else own a decision you would have made faster. Over a few quarters the team gets faster than you ever were alone, and you get time back that you choose how to spend.

I ran companies for more than twenty years before I became a Certified EOS Implementer, and I ran EOS in my own business first. When I push an owner to let go of a seat, I am asking for something I had to do myself.

Sessions happen at my Santa Monica office, at your office, or over video when the team is spread across the county.

Industry guide: EOS® for Staffing and Recruiting Firms in Los Angeles

Questions about coaching this way

How is this different from a coach I meet with one on one?

One-on-one coaching works on you. EOS works on the leadership team and the company, with the owner in the room as one member of that team. Some owners keep a personal coach as well, and the two do not compete.

How often do we meet?

Three full days in the first couple of months, then a full-day session each quarter and a two-day annual. Between sessions your team runs its own weekly meeting.

Do you coach sales, marketing or finance?

Not as a specialist. I coach the team that runs those functions, so the head of sales has clear Rocks and numbers and the issues get solved in the room. When a function needs a specialist, the process makes that obvious fast.

Is EOS a fit for a company under ten people?

Usually not yet. The tools assume a leadership team of at least three. A smaller company can still sit through the 90-minute meeting and decide to start later.