Vision Building®

The two days come after the Focus Day®, once the team is already running weekly meetings and has a first Scorecard. That order is deliberate, because a team that has been reporting numbers for a month argues about vision with more evidence. An implementer facilitates both days, and the output is the V/TO the company uses at every quarterly.

Splitting the work across two days a month apart does something a single offsite cannot. People go back to the business carrying an unfinished argument about who the customer is, and they start noticing things that settle it. The second day is usually shorter and better tempered for that reason alone.

Worked example: A twenty-five-person IT services firm spent most of day one on core values and left with three drafts and no agreement. In the month between, two of the owners kept catching themselves describing the company differently to clients. Day two took ninety minutes to settle it, and the wording that won came out of a client email.

Sources: Traction, Gino Wickman, chapter on Vision; eosworldwide.com/eos-process