Clarity Break™

It is aimed mainly at the Visionary™, whose job is the part of the business nobody else has time to think about. EOS asks for it to be in the calendar, because unscheduled thinking time never survives a busy quarter. Whatever comes out of it generally lands on the Issues List or in the same page meeting instead of being acted on alone.

The founder of a growing company is the person most likely to spend a year working inside decisions they made when the business was half the size. Nothing in the weekly rhythm creates room to notice that. Booking the time is a small intervention that costs two hours and occasionally changes the plan.

Worked example: The owner of a fifty-person sign manufacturer started taking two hours every second Friday at a library. In the third one she worked out that her best margin came from a product line she had been treating as a sideline. It became a question for the next quarterly rather than an announcement, and the team gave it a session.

Sources: Traction, Gino Wickman, chapter on Traction; Rocket Fuel®, Gino Wickman and Mark C. Winters