Progressing With A Plan for Purpose
Traction Strong gets your company on the right track
As a business owner, employer or anyone in a leadership position, it is normal to experience doubts or express concerns about your business.
These could be simple questions. How can we create a company culture? How can we build a better marketing strategy?
Or it could lead to more complicated questions. Is the right person in the right position? What is the purpose of our company? What is our 10-year goal?
Ryan Giles, a certified Entrepreneurial Operating System® (EOS®) implementer, helps businesses answer these questions.
EOS® is a system, a framework, for helping business leaders get what they want from their businesses. For this reason, EOS® can help you achieve your business goals, regardless of what they are. Giles offers a free, 90-minute workshop that explains EOS® and allows leaders to find out if it’s right for them.
In the last issue of 850 Business Magazine, Giles introduced readers to a Pensacola-based engineering firm getting started on EOS®. The company’s owner sought Giles after expressing concern that his employees weren’t working well together. During the initial 90-minute workshop, several members of the leadership team were worried about morale and people issues and a lack of scalable processes. The owner, John, agreed with this assessment and added that he would like to see more profit as well. John also admitted that he felt like the weight of the whole company was on his shoulders, and he’d even considered selling the business just to get out from under this stress. After learning how EOS® could help the company solve these issues, the leaders agreed to begin the process.
A few weeks after the 90-minute workshop, Giles met the team — including John, Ray, Roberto, and Sarah — to begin the process. This first full day is called Focus Day, and it began with a discussion on “hitting the ceiling.” After discussing why companies “hit the ceiling,” the team learned five tools to help them “break through” the ceiling every time. Next, a lively debate erupted when the team began creating their first accountability chart, which laid out the structure of the company over the next six months. John insisted that he should be responsible for new business growth, but the team pushed back since John had quite a few other responsibilities. John finally agreed that Ray would “own” the sales manager seat since this position was so critical to the health of the company. Roberto and Sarah agreed to “own” the operations and finance seats. Giles also introduced the concept of the “Integrator” to the team. An Integrator is the person who harmoniously integrates each major department in the company to make sure the business is running like a well-oiled machine. The discussion came to an end as the team admitted that they had no one in the company with the skillset to “own” that seat, so they agreed that they would begin searching for this person within the next six months.
After lunch, the team set short-term goals and assigned someone in the room to be responsible for each goal. These goals included implementing a new time-keeping software system in operations (owned by Roberto), rewriting the company’s HR handbook (owned by Sarah) and bringing on three new, large clients (owned by Ray).
Next on the agenda, the team created a scorecard to help them keep their finger on the pulse of the company. The scorecard was built with weekly metrics from each department, and each metric was assigned to one of the leaders in the room.
The day ended with the team committing to weekly management meetings to help them communicate better, increase accountability and ultimately gain traction within the business. Giles coached them on the best meeting agenda and wrapped up the day with feedback from each leader. While everyone on the team was proud of their progress, John got a little emotional as he expressed how he was feeling. He said for the first time in years, he felt like he truly had help. The weight of the company had been lifted from his shoulders and evenly divided across his very-capable leadership team. While the team would begin to use their newly learned tools immediately, Giles scheduled the next meeting to occur in about 30 days (Vision Building Day).
Ryan@TractionStrong.com | 504-500-1640