Traction: Get a Grip on Your Business

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Communicate the core values, incorporate them into your processes for hiring, firing and rewards, and keep them alive via everything you say and do. (ii) What’s our core focus? The fourth component of the EOS™ is issues. Many leadership teams talk endlessly about problems without solving them. But unresolved issues or problems drain your company’s energy. Step 1: After reviewing the vision, list things that must be accomplished in the next 90 days to move toward your vision. Narrow the list to three to seven priorities. However, I'm going to rate (from 1-10) the chapters wondering if he'll get to that 80% golden mark:

You can’t be the one deciding and doing everything. Build a real leadership team—hire people who’re better than you, give them control and responsibility of specific areas, and present a united front to the rest of the organization. Your goal as a leader should be to hold employees accountable and reward all around the core values and their unique abilities.Step 4: Assign an “owner” from the leadership team to each priority. This person will be accountable for achieving it, by creating a timeline, assigning tasks, and ensuring people complete them.

C: Are Capable of doing it: Being capable means having the intellectual, physical, and emotional capacity to do the job. For instance, a position may require more than 40 hours a week, which not everyone will want to commit to, or it requires certain knowledge or interpersonal skills. 3) Data The second component of the EOS™ is people. There are two steps to managing people in your business: 1) hiring the right people, and 2) putting people in the right positions. The tools and practices introduced in this chapter help you do both. As I make my rounds meeting new people in the manufacturing community, there is one book that everyone is reading about how to systematize key components of an organization to grow. This is not a review of the EOS management system explained in the book. This is a review of the book itself. EOS may well be a good system, but this book would not be sufficient for implementing it. I believe that a qualified EOS implementer may be able to use the tools from TRACTION to provide value to a small business, but t The issues list is a tool for getting issues on the table and in one place where they can be dealt with. Organizations should keep three types of issues lists:Most businesses fail to reach the next level of growth because owners are afraid to let go of total control, trust their leadership team, and delegate to them. But for their business to grow, they need to take that leap of faith. The key is getting an EOS™ in place, so your business functions without your micromanagement. Traction is a blueprint for business success for first-time entrepreneurs and those who’ve hit a ceiling in their business where hard work and determination are no longer enough for the business to survive and grow. With this clarity, we ran the filter (which meant that we researched every publication, database, and resource) to find out who and how many there were. We came up with a total of 525. By focusing on, "The List" we were able to turn sales around. Ultimately, we were able to penetrate and maintain over 50% of The List as our clients. Every client that defines its target market creates this laser focus as a result.

Over time, you will find that one small, attainable goal leads naturally into the next one. You will find that you are getting more done and becoming a more efficient and effective team or company. At the end of the year, or even the decade, you will find that you have accomplished far more than you would have by setting larger, more nebulous goals or through failing to set goals at all. Meetings are an opportunity to get traction and hold people accountable. But to be productive, they follow a schedule and have a consistent purpose and agenda. Step 5: After the company priorities are set, each leadership team member should set their own priorities, including the company priority they “own.” Some items on the brainstorming list that were dropped in step 2 could become individual priorities.

Here's a great summary from the book: "In summary, successful businesses operate with a crystal clear vision that is shared by everyone. They have the right people in the right seats. They have a pulse on their operations by watching and managing a handful of numbers on a weekly basis. They identify and solve issues promptly in an open and honest environment. They document their processes and ensure that they are followed by everyone. They establish priorities for each employee and ensure that a high level of trust, communication, and accountability exists on each team."There are many free EOS tools.