Ultimately you should replace your org chart with The Accountability Chart due to the fact that The Accountability Chart is really a supercharged org chart. What we find in the EOS Process™ is when we do The Accountability Chart exercise with a company that already has an org chart one hundred percent of the time there is a change.  The change is a result of the process you follow, which you will see by studying The Accountability Chart training video and Focus Day Implementer Guide.  The process is designed to get you to make the best structural decision for the greater good of your company to create your organizations Accountability Chart.

If there is no one to fill the seat and assuming you have the resources and the seat needs to be filled due to capacity reasons, make this your number one priority/Rock for this quarter to get the seat filled.

Assuming you do not have the resources and this is not the time to fill the seat, which is what most companies face, then someone must fill the seat on a temporary basis. Temporary can mean anywhere from 3 months to 3 years. If you are a startup organization or a young Tier 1 company sometimes you must be in all the seats as the organization grows. As the organization grows you then delegate and elevate yourself out of the appropriate seat and fill that seat. In this situation as long as someone steps up and takes accountability for the seat, while not ideal, you should find it to be effective. Other options are to outsource this skill set, while someone internally still needs to be accountable, you tap into outside expertise to bring the get it, want it, or capacity need to the organization.

Absolutely not. Even if one or two key seats are empty you will find that by starting the process as soon as possible you will gain better clarity, get on the same page, start speaking a common language, identify all the key issues and as a result you will actually make better and faster decisions around filling those key seats and ultimately getting your leadership team in place going forward.

It may be a tough sell if your team has tried a lot of new things that haven’t resulted in permanent improvement, but you must all agree on this: if you aren’t happy where you are, you need to change something to get a different result. You can’t keep doing what you’re doing and expect it to get better. So when you decide to start moving down a different path, choose a path with a track record for producing the results you want.

The best way to “sell” your team onto the EOS® path is to conduct the 90 Minute Meeting™. You can do it yourself by thoroughly reviewing the video and guide for the 90 Minute Meeting™ in the EOS Process™ elements under EOS® A-Z. A Certified Implementer will also do the 90 Minute Meeting™ for you for free.

This is one of the biggest challenges companies face, but the solution is actually quite simple. Just follow the hiring procedural steps in your HR Process. If you don’t have a documented HR Process, take a Clarity Break™ (see The EOS Toolbox™) to get that done. Here are some suggestions for procedural steps:

Step 1: Define the profile of the perfect prospect (geographic – where are they; demographic – who are they / what skills do they possess; and psychographic – what do they value / what are they passionate about).

Step 2: Draft the right message to make others aware of the opening. The message should be concise and custom tailored to attract your perfect prospect.

Step 3: Get the message out. Send it out through your network and post it in media that target the profile audience. You might also use a sourcing / recruiting specialist to help with this step and following steps.

Step 4: Review and filter the responses / resumes. Email a survey or test to respondents to help you extract the best candidates.

Step 5: Conduct the first interview. Ask 3 to 7 open-ended questions that will reveal how closely the candidates match your profile. Share your vision (Core Values, Core Focus™, 10 Year Target™). If they don’t show real passion for who you are, what you do and where you are going, dismiss them. Discuss the seat, making sure they understand what you will expect from them if they take that seat. If they don’t get it, want it or have the capacity for it, dismiss them.

Step 6: Confirm your feelings about your top candidates. Talk to references. Conduct background checks if applicable. Use one or more assessment tools (Kolbe, DISC, PI …).

Step 7: Conduct the final interview to address any questions and perhaps, have the owner take a final look. Step 8: Hire the best candidate. Observe their performance for the next 30 to 90 days to confirm your selection.