We don’t learn from experience… we learn from reflecting on experience.John Dewey – recognized as one of the founders of the philosophy of pragmatism and of functional psychology.
“Reflection refers to the active intellectual monitoring and evaluation of one’s own formal learning and professional practice activities, and the very process that leads to new knowledge and self-understanding.” –
The “Meeting Pulse” is one discipline EOS uses to strengthen the Traction component. A strong Traction component means the organization has focus with discipline and accountability throughout. The Meeting Pulse describes the Weekly, Quarterly, and Annual meetings we use to make sure we are using the tools and working ON the business.
The objectives of the EOS 2-Day Annual Meeting:
Increase Team Health > In the book “The Four Obsessions of an Extraordinary Executive”, Partick Lencioni suggests organizations must work on being healthy and smart. Smart is easy – we learn how to do our jobs better through skills-based training or obtaining additional certifications. We increase our competency. But what organizations don’t focus on is being healthy. Do we approach our work with an outward mindset – seeing others as people and not things and working to help one another? Can we be open and honest with one another? These are keys to a healthy, highly functional organization.
Clear Company Vision > Every 90 days, we formally remind everyone about the Vision (where we are going and how we intend to get there). We check in on the Core Values, Core, Focus, 10-Year Target, Marketing Strategy. Then we move the 3-Year Picture forward. At the Annual Meeting, we spend a little additional time challenging each of these aspects and making sure we are all on the same page.
Issues List Clear > To prepare for great planning, we first must review the past. Did we accomplish what we thought we’d accomplish? – for the past 90 days and the past year? What did we learn? We smoke out all the Issues we need to consider as we move forward.
Clear Plan to Achieve the Vision > Get 100% on the same page with the 1-Year Plan for the organization. Given our experience, 3-Year Picture, and Issues List, what are the 3-7 Goals for the coming year?
Clear Plan for the Next 90 Days > Given the Goals we want to reach this year, and the Issues we are facing, what are our priorities for the next 90 days?
Resolve All Key Issues > At this point, we’ve considered the priorities and now there may be Issues that are left ‘on the table’. We want to take the time to work through any and all Issues that could impede progress in the next 90 days. Remaining Issues are then compartmentalized – Issues that cannot be solved in the coming 90 days are moved to the long-term Issues List. Issues that may be solved in the next 90 days are moves to the L10 Issues List for weekly consideration.