Traction - Get a Grip on Your Business
Gino Wickman
2011
In ten chapters our author pulls together a masterful process to super-charge your business plan with real world tools for accomplishing your goals. It is a collection of step by step instructions to help you master the challenges which have been making you pull your hair out as you struggle over and over again to resolve troublesome issues once and for all.
This method is based on the “EOS” or Entrepreneurial Operating System. It begins with “Letting Go of the Vine” which is to say, you need to be prepared to do things new ways to get new results.
The next step establishes a base point with a review of your company using eight key questions. The questions ask you to rate your company on a scale of 1 to 5 on topics ranging from whether you have a clear vision in writing which is shared by everyone to whether your leadership team is open and honest and demonstrates a high degree of trust. Some of the questions are straightforward such as whether you have an organizational chart or whether you have a method of monitoring your budget regularly. The goal is to be able to rate your company very high after implementation of the EOS processes.
Our author then moves through the different essential parts which make up any business including people, data, issues (or problems), core processes and action items which all result in traction. The experience gained from many years of working with hundreds of different companies who have received excellent results using this system is encouragement enough that these are universal concepts. The author speaks of working with companies as small as a dozen employees and as large as thousands of employees.
Some of the key concepts of EOS include:
1) Downloadable forms and templates for developing a visual representation of where you stand now and where you want to go.
2) Simple processes for determining if you have the right people in the right seats and a method to make sure you maintain the best fits.
3) Methods for establishing an organizational chart which also includes essential responsibilities.
4) Rocks or personal responsibility goals which help everyone in the company know exactly what they need to do to make sure they are doing their part to keep the company on track to reach its goals.
5) A scorecard for each employee to set reasonable but critical goals and track progress to move the company forward.
6) A Level 10 Meeting Agenda which all but guarantees that meetings are productive and results driven.
Poole Communications has implemented many of the concepts presented in “Traction” and are encouraged by the results the process is yielding. Typically it takes a year or so to become fully comfortable with the system and master it, but positive results can be seen as quickly as the first quarter of implementation.
Some of the processes were already in place for us but Gino Wickman has shed some light on ways to improve our results as well as our bottom line as we move toward a more profitable and efficient company able to serve many more clients while keeping our quality high.
-Rose Anne Huck.
