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I have been struggling with Documenting Processes. I have a theory and I wanted to see if my thinking is correct.I feel as if Documenting the Core Processes (using the 20/80 rule) is only the first step.It seems that Documenting Core Processes if for the “Big Picture” so that the whole company can get an understanding of how all the pieces work together.I feel as if this is only the start, and that from there I should use the Documented Core Processes as a guide or outline for documenting process and procedures in more detail and these are to be used more as training documents and directed to individual departments.I feel like important details would be missed if we only documented 20% of core processes and did not elaborate more somewhere. I would love to know how other companies are handling this.
Hello Team,We have a bunch of staff who are submitting their Org Check-up scores on paper and i am trying to get them into a spreadsheet to align the results with the leadership team.I have found a spreadsheet that calculates it out but its giving me a different score to what the online check-up tool does.Can someone tell me what the breakdown is regarding how much each question contributes to each of the pillars?Thanks - Charles
Dashboards are coming soon! The team is looking for a June 2020 Beta launch for the product. Interested in joining the Beta program? Request to join our DASH Beta Group! How will Dash work? You will be able to build multiple Dashboards, and each Dashboard is comprised of multiple Charts. Each Chart is completely editable so you can filter for teams, users, time frames and more. For the initial Beta version, Charts can be built for Rocks, To-dos, Issues and Scorecards. We are working on charts for Feedback, Process, AC and V/TO as well!
We have spreadsheets that we would like to review on a monthly basis. I would like to review them in measurables, however the link feature is very weak for spreadsheets. When clicked they return as a blank. The only option is to copy the URL, paste into the browser and download. This workaround is okay but not great.I would like to be able to attach relevant spreadsheets in the data section, the same as for issues and todo's.Can you let me know if this is available , and if not when it will be available? Thanks so much.
So we are 2 months into Eos and a month into Ninety and we had our first coaching session with a new coach yesterday. I was adding notes to ninety and he was going to be sending some documents over so I was going to add a todo as a reminder for getting those. However I am unable to do so due to having him set up as implementor.Can anyone share their feedback for using this system with your implementor? Havent found any training videos or documents on how this is expected to happen within 90. If we don't use 90 for our coaching sessions with the implementors then we are having to do so via other means and that just doesn't make sense! Look forward to some help with this. The only way I know to work around this is by making him a user and not an implementor, however I would like to know the best practice for this and the original intent so I don't make a work around and find out later it should have been done another way. Thanks for your help, Mike.
Upon concluding a meeting, you are asked to rate the meeting on a scale of 1-10, here are some resources to help you understand that rating!When concluding a Level 10 Meeting™, Quarterly or Annual, you will be asked to rate that meeting with a score of 1-10. EOS does not specify how to rate a meeting to get “10” – just that each individual should rate the meeting out loud to their peers, subjectively. But what should you be subjectively rating it on? We suggest asking your EOS Implementer™ about how your team should rate meetings, and here are some additional resources to get the conversation started. Grow Exceptional writes an article that shows 5 Criteria with an associated value to help you pin point a score.Did we come to the meeting prepared, and did we follow the agenda? Was the team engaged (was everyone heard)? Were we open and hones? Did we solve a real issue forever? Do we have clarity on next steps (to-dos created)?If each of those having a score of 0-2 can get you to a 10
We’re struggling to identify which of our core values may be permission to play and I would appreciate some feedback. Original values: Emanate Positivity Build a Community; Work as a Team Be Communicative and Responsive Build Trust Through Reliability Ensure the Quality of Every Detail Embrace Challenge: Innovate, Create, & Grow Draft values after VB1 (not wordsmithed): Good communicattion Relationship builder Reliable/Dependable/Disciplined Innovative nature, takes on challenges Can-do attitude/positive/helpful/friendly Teamwork Transparency Passionate I welcome any thoughts and feedback. Thank you!
Can anyone advice me on the best practice to run multiple companies/accounts through Nintey when you are the subscriber for all of them? I currently have different email address for all of them however I would like to have one login and be able to switch accounts easily like I do with the example account. Thanks in advance!
Dashboards have always been in our vision, and here is why! Our obsession. We are obsessed with helping you capture data AND making data one of your super powers. Everyone wants data. Research reveals that every one of our stakeholders craves data. Trust and transparency. Data increases trust. Trust is an essential ingredient for a healthy relationship; b) transparency is essential for trust; and c) healthy, high trust, cultures materially out-perform low trust cultures. Dash will make it easy for you to: Display your data in visually informative ways Create customized dashboards Share non-data information like: your colleague directory / profiles Cascading messages Company calendar and your upcoming events Pictures from a recent outing Scroll your core values Scroll cool quotes Job postings Ultimately, DASH is here to help you strengthen your company culture. Our big hope is that you will leverage Dash to strengthen the health of your company by us
Leadership team using 90 and wondering when to get others involved? Other teams should start joining 90 when: You are ready to run additional Level 10 Meetings on your departmental teams. Managers would like to run Quarterly Conversations and Annual Reviews with their reports through 90. Especially think about beginning this process when team members own Rocks. Chat with your Implementer about how to best cascade EOS to your teams! Not using an Implementer? Chat with other Self Implementers here!
Here is the basic breakdown of each Role you can assign a user. Owner / Admin - full access to all teams. Manager - only access to the teams they are a member of, and can only see their Feedback Convos. Plus they can still invite people. Most users fall here. Managee - same as Manager but cannot edit the VTO, AC or Process. This user also cannot create or add measurables to Scorecards. Observer - View only access of the teams you put them on. No permissions in the Feedback section. And here is an article that goes into more detail: http://help.ninety.io/articles/464606-user-roles When deciding the permissions of your users, there are a couple things to consider: Do you have a “Same Page” team set up? If so, you probably want the Visionary/Integrator to be owners, and other team members will be Managers or below so they cannot see the content in the same page meeting. Should your users be able to invite others? If so, they should be a Manager or above. Should your user be ab
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