Traction: Get a Grip on Your Business

Product Information

At that time, we were part of a peer network group focused on learning through shared experiences. That’s where the concept of EOS® was first introduced to me. Inside Traction, you’ll learn the secrets of strengthening the Six Key Components™ of your business. You’ll discover simple yet powerful ways to run your company that will give you and your leadership team more focus, more growth, and more enjoyment. In each box, list the key roles of each function as bullet points. For example, every position on the chart with direct reports has at least three roles—leading, managing, and holding people accountable (LMA). For instance, a startup is most likely going to have to rethink the ‘People’ and ‘ Process’ components more than ‘Vision’. In essence size, structure and life phase of a business is going to impact where to start. For this reason it’s highly advised to work with an EOS Implementer.

Vision: You need a compelling vision for your business that you communicate clearly so everyone can focus their energy on it and help you achieve it. I'm using my review and my rating. Having gone on to read other Organizational design and startegy books, I see some of the big shortcomings of this book. It's very formulaic in it's approach. It approaches an organization as a linear "machine" that can be controlled rather than seeing it as it really is: a complex adaptive system that can only be "nudged" and learned about (like a garden). Remember the 36-hour pain rule. That is where a decision was finally made and the CEO was uncomfortable for 36 hours however it took a year of pain to make the decision.

Step 3: Decide on a weekly goal for each category (for instance, a sales goal) and fill it in. The goals should align with your one-year plan. Step 4: After the company priorities are set, each leadership team member should set their own priorities, including the company priority they “own.” This component involves 2 parts: (i) identifying the right people for your organization and (ii) placing them in the ideal seats. IDENTIFY THE RIGHT PEOPLE Even through the system outlined is fundamental, I believe it can be effective for certain businesses. But,the system falls short in two critical areas: I’ve met with many good people who are facilitators of this system, and sat down and talked with them in-depth about it. Each of them encouraged me to become part of the organization.

Each of your departmental heads should be better than you in his or her respective position. Of course, you will need to give them clear expectations and instill a system for effective communication and accountability. Once you have the right people in the right seats, let them run with it. Your focus: To determine your core focus, you need to know two things: your company’s purpose and its niche. Here are some questions to ask to figure out what they are. Because Profit Strategies is an executive consultancy that provides customized solutions, I passed, because I roll up my sleeves, and get involved in implementation, rather than only facilitating training, and coaching. Create clear Circle of Life visual that shows people how new processes form system that will make their lives easier and company better. Most leaders are so buried in the day-to-day grind that they'll typically think up flimsy workarounds just to get nagging issues out of their way so they can make it to the next week. If this happens log enough, their whole organization will come to be held together by duct tape and twine, and it will ultimately implode.Most entrepreneurs get caught up in worrying about countless details. However, every organization or system has a number of key components—and when they’re set up correctly, your business functions smoothly without your constant oversight. Develop a compelling vision for your organization and help people to see it. When everyone’s aligned in the same direction, it creates a laser-sharp focus that propels you forward. CRYSTALLIZE YOUR VISION Traction gets 4 stars for being the very bestest management book I have read. Unfortunately, that's a scale that maxes out at four. Thus I've proven that business management literature is the antithesis of SpinalTap. Step 2: Set the due date for meeting each priority. Define each so that it’s specific, measurable, and doable. For example, a priority might be to “close three major sales.”