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Traction: Get a Grip on Your Business

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Do you have a grip on your business, or does your business have a grip on you? Don't let common problems and frustrations run you and your business. Get a grip and gain control with the Entrepreneurial Operating System. 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 co Do you have a grip on your business, or does your business have a grip on you? Don't let common problems and frustrations run you and your business. Get a grip and gain control with the Entrepreneurial Operating System. 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. Based on years of real-world implementation in over 100 companies, the Entrepreneurial Operating System is a practical method for achieving the business success you have always envisioned. Successful organizations are applying it every day to run profitable, frustration-free businesses -- and you can too.


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Do you have a grip on your business, or does your business have a grip on you? Don't let common problems and frustrations run you and your business. Get a grip and gain control with the Entrepreneurial Operating System. 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 co Do you have a grip on your business, or does your business have a grip on you? Don't let common problems and frustrations run you and your business. Get a grip and gain control with the Entrepreneurial Operating System. 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. Based on years of real-world implementation in over 100 companies, the Entrepreneurial Operating System is a practical method for achieving the business success you have always envisioned. Successful organizations are applying it every day to run profitable, frustration-free businesses -- and you can too.

30 review for Traction: Get a Grip on Your Business

  1. 5 out of 5

    M.L.

    "This Review Goes to 11" 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. Here's what Traction does right: Everything. There are clear plans and tools and strategies for getting a business at least looking in the right direction. How do I know? I've been using them, and they seem to be working. At least nobody's punched me yet - whi "This Review Goes to 11" 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. Here's what Traction does right: Everything. There are clear plans and tools and strategies for getting a business at least looking in the right direction. How do I know? I've been using them, and they seem to be working. At least nobody's punched me yet - which might be as good as one could expect for anybody who takes a consultant's advice. Here's what Traction does wrong: Cute-ness. This isn't really a severe flaw - more likely it's a problem of the genre. Everything must have a special name in business books. It's a rule. "TO DO LIST" is far too simple, and wouldn't sell any books. "ACCOUNTABILITY ACTION MATRIX" sounds like an MBA, and an MBA = smarter than me. (this is not a real example from Traction. it's what English majors call hyperboleeeeeeeeeee - which means using too many letters to make a point.) Soooo, if you were really bad in a past life, and you now find yourself having to manage an organization, I highly recommend that you read this book. Also, "Five Disfunctions of a Team". Between those two books, you should at least have the skill set necessary to steer a small financial management company through the worst stock market since the Depression. Or so I've heard.

  2. 5 out of 5

    Mark Villareal

    This book provides resources and tools to assist anyone in business to execute steps for consistent success. The thought process and realities have been discussed for years. The author does a good job of bringing them together for the reader to gain perspective for their industry and business. Many business leaders forget to place a key focus on repeatable systems and processes that systematically drive long-term success.

  3. 4 out of 5

    Tim

    This is by far one of the most important books I have read as an entrepreneur and business owner. I have now read it 4 times and have built my business process based on this framework. There is so much to this book. I wish I would have had it 20 years ago when I started my first business. The first time through, you will catch the main points, but miss many details. It is all there, though. I recommend reading through quickly the first time just to get the concept. Then go back through, reading This is by far one of the most important books I have read as an entrepreneur and business owner. I have now read it 4 times and have built my business process based on this framework. There is so much to this book. I wish I would have had it 20 years ago when I started my first business. The first time through, you will catch the main points, but miss many details. It is all there, though. I recommend reading through quickly the first time just to get the concept. Then go back through, reading slowly, paying close attention to details. Then cross-reference the tools with the website for maximum effectiveness. Any business owner can increase their success by implementing this system, or even bits and pieces. Highly recommended.

  4. 5 out of 5

    Jim B

    This book is very popular in business circles. I can see why. If you have ever tried to get a group of leaders organized but stumbled on the definitions of "goals," and "objectives" etc., you know that the vocabulary of planning and strategy are not universal. This book provides its own vocabulary (some of it trademarked) so everyone is clear on what each part is, how it is defined, why it is needed, etc. It also provides a tried and proven system of getting a entrepreneurial enterprise on the p This book is very popular in business circles. I can see why. If you have ever tried to get a group of leaders organized but stumbled on the definitions of "goals," and "objectives" etc., you know that the vocabulary of planning and strategy are not universal. This book provides its own vocabulary (some of it trademarked) so everyone is clear on what each part is, how it is defined, why it is needed, etc. It also provides a tried and proven system of getting a entrepreneurial enterprise on the path to achievement / success by acting the "vision" and the "goals" and the rest. I read the book as preparation for ministry planning. We will use some of the same language. But I wish that there was a version of this book for ministries, or at least for nonprofits. I've been taught the ideas in this book for earlier ministry planning events and I know their value. But I also miss the voice of Jesus and the challenge of leading the church as elements of this training. For example, Gino Wickman warns against consensus as a way to govern. Leaders lead by making decisions. Having grown up in the Christian Church, I have experienced the truth of this Fortune magazine quote of Jim Collins, "no major decision we've studied was ever taken at a point of unanimous agreement." I don't think you need total agreement (if that's the definition of consensus) but many church leaders -- adopting business strategies -- fail to realize that the members of the congregation are not their employees or clients, but fellow servants of Christ who deserve to be informed of the issues of the church (before decisions are made and with the humility that someone among Christ's people may have insight) and after action has been taken, deserve to have the reasons for the actions explained. I've heard congregation leaders say, "If they don't like our decisions, they can elect someone else." Decisiveness is expected of us as leaders, but Jesus Himself set different standards for leadership. On the other hand, just as knowledge of computer and Internet resources can be a great blessing to a church, and there is nothing about those in the Bible, so there is much about organizing to achieve a goal that is not mentioned, much less commanded or forbidden by God. We have freedom to organize and plan as seems to be the best way to lead. For that purpose, the structures offered by this book offer many useful concepts. One that I particularly enjoy is stating what your company's (ministry's) 3-5 core values are. Looking at the message I emphasize to others, here are the core values of my work: 1. Compassion for the “under served” – those often neglected, or with obstacles to usual ministry 2. Cooperation / Teamwork – together with our partners we can do more than working on our own 3. God has a way for His people to serve special needs – we can help! 4. Outreach -- Local special needs ministry is a call to reach out to others with those needs 5. Body of Christ -- It’s important for people with special needs to serve, not just be served I hope that this illustration shows how a suggestion in a business manual can lead to some significant reflection and focus on the way the people of God serve the Lord.

  5. 5 out of 5

    Nick Richtsmeier

    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 the book itself stands alone quite poorly. The book, in the end, acts as an advertisement for Mr. Wickman's consulting practice and software. He goes to great lengths to exp 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 the book itself stands alone quite poorly. The book, in the end, acts as an advertisement for Mr. Wickman's consulting practice and software. He goes to great lengths to explain how hard he has worked and how successful his clients are because of him. All of this may be true and germane, but does not help the reader in any way. (Nor does it make for a pleasant reading experience.) He borrows (with accreditation) ideas from betters who were more effective at explaining them. His tools may be revolutionary in practice, but come off as pedantic in written form. Without an objective third party managing the human element required for success in TRACTION, I have a difficult time seeing how the toolkit wouldn't create dangerous rabbit trails for a leadership team. I know people who have worked with an EOS implementer to some success and I can see the applicability of his reformatting of the Rockefeller Habits as a useful tool.

  6. 5 out of 5

    Chad Warner

    One of the best business books I've read! It provides a comprehensive "operating system" (EOS) for running a business. See EOS Model. I'm installing this OS in my web agency, OptimWise, immediately! The book promises to help "leaders run better businesses, get better control, have better life balance, and gain more traction" with a functional, cohesive team. It's based on human nature; how people really operate. Wickman has been refining this system in the real world for over 20 years with over 4 One of the best business books I've read! It provides a comprehensive "operating system" (EOS) for running a business. See EOS Model. I'm installing this OS in my web agency, OptimWise, immediately! The book promises to help "leaders run better businesses, get better control, have better life balance, and gain more traction" with a functional, cohesive team. It's based on human nature; how people really operate. Wickman has been refining this system in the real world for over 20 years with over 400 clients. 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. I decided to read this after it was recommended by Brent Weaver of uGurus. I've learned that many of my fellow web agency owners in the uGurus community use EOS. I've also noticed other business owners mention it. It builds on popular business books by authors such as Jim Collins, Patrick Lencioni, Verne Harnish, and Stephen Covey. Notes Vision Download V/TO template. Core Values List 3 people (preferably from your company) who, if you could clone them, would lead you to market domination. List characteristics, qualities, actions those people embody. Narrow values to 5-15, then pick the 3-7 truly core (fewer is better). Communicate values to company, backed by 3-5 examples of each. Core Focus Find focus, stick to it, devote resources to excelling at it. It's the combination of talents, passions, leadership. Why does your organization exist? What is its purpose, cause, or passion? You should be able to take it into any industry. What's your organization's niche? 10-Year Target Choose how far out you want to look (5-20 years). Determine revenue, then specific, measurable target that creates excitement for everyone in company. Marketing Strategy Choose target market (demographic, geographic, psychographic). Create The List of perfect prospects. 3 Uniques Differentiators, value proposition. List everything that makes your people, company, service. What do ideal customers think is unique about you? Ask them. Pick the 3 that, in combination, are truly unique to you. Proven Process Proven way you provide your service. Create 1-page visual showing each step (touch point) from 1st interaction to post-sale follow-up (3-7 major steps). Add 2-5 talking point bullets under each step. Name it, or call it "Our Proven Process." Have salespeople show it to prospects. Guarantee Pinpoint an industry-wide problem (service or quality problem) and solve it to ease prospects' minds. Think of prospects' frustrations, fears. Can call it promise instead. 3-Year Picture Pick future date at end of calendar year 3 years from now. Set future revenue, profit, specific measurables (number of clients, units produced, etc.). Write what company will look like (number and quality of people, resources, operations, systems, service mix, client mix, etc.). Have each leader describe their role in that timeframe. 1-Year Plan Pick future date within calendar year. Set year's revenue, profit, specific measurable. Choose 3-7 goals (top priorities) to hit 3-Year Picture. Budget for Plan. Quarterly Rocks Top quarterly priorities based on 1-Year Plan. Issues Identify all obstacles to your targets. They'll emerge as you work through previous steps; capture them. An issue is any unresolved problem, idea, or opportunity. Shared By All Communicate vision to everyone in company. All must understand and share. Have a quarterly state-of-the-company meeting to cover past, present, future and review V/TO. Have each dept. review V/TO quarterly. People Right people share core values and culture, make company better. Right seat means each person is in area of greatest skill, passion. Use People Analyzer to rate each person according to core values (+, +/-, -). Compare to your "bar" (minimum standards). Use Analyzer in quarterly reviews. Offer underperformers 3 strikes to improve. Accountability Chart 3 major functions: Sales & Marketing, Operations, Finance & Admin. These functions can split (Sales, Marketing, Project Management, Customer Service, Finance, Admin, IT, HR). May be 3-10 major functions. Only 1 person can be in charge of each function. Define 5 major roles for each. Sample Accountability Chart. When reviewing chart, ask: Will this structure get us to next level? Are right people in right seats? Does everyone have enough time? Visionary: creative, solves big problems, culture-focused, emotional. Only about half of organizations have one. Integrator: leads, manages, runs company, removes obstacles, integrates major functions; accountable for profit & business plan; logical. All organizations need one. GWC Get it, Want it, Capacity to do it. Each person must truly understand their role, culture, systems; genuinely like job; have time and mental, physical, emotional capacity to do job well. Include GWC in People Analyzer (as yes or no). Must get "yes" on all 3 (GWC). Data Scorecard List 5-15 (closer to 5) categories of numbers that you must track weekly to have absolute pulse (revenue, sales activity, AR, AP, production status, etc.). Use 1st step in process (e.g., trace sales back to leads or proposals). List who's accountable for each number. Fill in week's goal. Review weekly to see trends. Scorecard template. Everyone has a Number Give each person a number they're accountable for. Numbers create accountability, clarity, teamwork. Examples: sales/week, unresolved customer issues, turnaround time, on-time, margin, client satisfaction, quality standards. Look for numbers related to roles for their function. Issues Issues List 3 types of Issues Lists: V/TO (not high priority; issues for future quarterly meetings), weekly leadership (strategic; only what can't be solved at departmental level), weekly departmental. Issues Solving Pick top 3 issues. Identify: clearly identify real/root issue. Discuss: discuss without tangents. Solve: put solution on someone's weekly To-Do List. If time allows, repeat for next few issues. Process Core Processes Have person who's accountable for each core process document it. Document the high-level 20% that produces 80% of results. Each doc will be 2-10 pages. Common processes: HR, marketing, sales, operations (can contain 1-3 others, e.g., project management, production), accounting, customer-retention. Combine all docs and title "The CompanyName Way." Use for reference and training. Followed by All Create clear Circle of Life visual that shows people how new processes form system that will make their lives easier and company better. Traction Rocks Review V/TO. List everything that must be accomplished by end of quarter. Narrow to 3-7 (closer to 3) specific, measurable company Rocks. Assign owner of each. Next, each leader sets own Rocks, starting with those assigned in previous step, and adding own. Rocks not assigned can move to V/TO Issues List. Create Rock Sheet with prioritized company Rocks (and owners) and individual leaders' Rocks. As new ideas arise during quarter, put on V/TO Issues List. Also have each dept. set dept.-level and individual Rocks following same process. Those not in leadership should have 1-3 Rocks. Quarterly Meeting Agenda (Leadership) Each person brings V/TO, issues, proposed priorities. Meet close to quarter end. 1. Segue: each person share best business and personal news from past quarter, what's working and not. 2. Review previous quarter: review numbers and mark Rocks done or not. Aim for 80% completion. 3. Review V/TO. 4. Establish next quarter's Rocks. 5. Tackle key issues: ask team for issues. Then work through V/TO Issues List using Issues Solving. 6. Next steps: discuss who's doing what, messages to share with company. Annual Meeting Agenda (Leadership) Each person brings V/TO, proposed budget, thoughts on goals. Do this the day before last Quarterly Meeting of year. 1. Segue: each person share 3 business accomplishments from past year, 1 personal accomplishment. 2. Review previous year: review goals & numbers and mark goals & last quarter's Rocks done or not done. 3. SWOT/Issues List: each person share company SWOT and put issues on V/TO Issues List. 4. V/TO: create new 3-Year Picture and 1-Year Plan. 5. Establish next quarter's Rocks. 6. Tackle key issues from V/TO Issues List. 7. Next steps. Weekly Meeting (Leadership) Meet for 90 minutes. Review Scorecard. Numbers not on track go to weekly Issues List. Review Rock Sheet and report each as on track or off track. Off track Rocks to go to weekly Issues List. Review weekly To-Do List (commitments made over last week) and mark done or not. Spend 1 hr solving issues, starting with top 3 priorities. Have each dept. hold weekly meetings for 30-60 mins, spending half of time on issues. Pulling it All Together Fill out Organizational Checkup at least twice yearly. Put gaps on Issues List. Implementation Order 1. Accountability Chart (& People Analyzer, GWC) 2. Rocks 3. Meeting Pulse (& IDS, Level 10 Meeting, Quarterlies, Annuals) 4. Scorecard 5. V/TO (& core values, core focus, 10-year target, marketing strategy, 3-year picture, 1-year plan) 6. 3-Step Process Documenter 7. Everyone has a Number

  7. 4 out of 5

    Lisa Woodruff

    Watch my full YouTube video review here: https://youtu.be/XV8f9thObNk The July book reviews are books that discuss the nuts and bolts of building a business. I also share some of the mentors I have chosen as I grow my own small business. Some of the books are from other business founders. Also check out the final Monday of every month when I share books from female business founders. First in our business series are Traction: Get a Grip on Your Business by Gino Wickman and Get A Grip: How to Get Watch my full YouTube video review here: https://youtu.be/XV8f9thObNk The July book reviews are books that discuss the nuts and bolts of building a business. I also share some of the mentors I have chosen as I grow my own small business. Some of the books are from other business founders. Also check out the final Monday of every month when I share books from female business founders. First in our business series are Traction: Get a Grip on Your Business by Gino Wickman and Get A Grip: How to Get Everything You Want from Your Entrepreneurial Business by Gino Wickman and Mike Paton. As an entrepreneur, I am always looking for frameworks for my business and trying to grow myself as a leader. There is no road map for transitioning from a solo-preneur to having employees. The Traction model has 6 cogs in a wheel that work together to ensure a business has traction in growth and income. In the video, I share each of these six core ideas and how they apply to the Organize 365 Dream Team. There are four books in this series, and I have read and benefited from all of them. I share how each of them has helped me to be a more effective business owner, and even some of my own mistakes and challenges in the video.

  8. 5 out of 5

    Grant Callen

    Excellent management book. Now let’s see if I can implement this in my organization.

  9. 5 out of 5

    Ivan Pinatti

    Great book, I had the opportunity to work in a company that used the processes described in the book and I can assure that if they are implemented properly they work.

  10. 4 out of 5

    Mark Manderson

    Great read. Top takeaways: The more clearly defined your vision is the more employees can make it happen. We have a clearer Vision in writing that has been properly communicated and is shared by everyone.  Our core values are clear and we are hiring reviewing and firing around them.  Our Core Business is clear and our systems and processes reflect that.  Our 10-year Target is clear and has been communicated to everyone.  Our target market is clear and our sales and marketing efforts are focused on it. Great read. Top takeaways: The more clearly defined your vision is the more employees can make it happen. We have a clearer Vision in writing that has been properly communicated and is shared by everyone.  Our core values are clear and we are hiring reviewing and firing around them.  Our Core Business is clear and our systems and processes reflect that.  Our 10-year Target is clear and has been communicated to everyone.  Our target market is clear and our sales and marketing efforts are focused on it. Our differentiators are clear and all of our sales and marketing efforts to communicate them.  We have a proven process for doing business with our customers it has been named and Visually Illustrated and everyone is adhering to it.  All of the people in our organization are the right people.  Our accountability chart organizational chart of roles and responsibilities is clear complete and constantly updated.  Everyone is in the right seat.  Our leadership team is open and honest and demonstrates a high level of trust.  Everyone has rocks and is focused on them three to seven priorities per quarter.  Everyone is engaged in weekly meetings. All meetings are at the same time each week have the same printed agenda start on time and end on time.  All teams clearly identify discuss and solve key issues for the greater good and long-term Our systems and processes are documented simplified and followed by all.  We have a system for receiving regular customer and employee feedback and we know their level of satisfaction.  A scorecard for weekly metrics and measurables is in place.  Everyone in the organization has a number.  We have a budget and are monitoring it regularly IE monthly or quarterly.  For vision they must see what you are saying. Every business has a sweet spot just like a golf club. This becomes your core focus and when you spend the most of your time in this area you get more profits and the business goes further.  By spending time on this core Focus, you must have void distractions of anything new and shiny.  REVERSE ENGINEER: where do you want your business to be in 10 years. Write out the clear picture of what that looks like and work backwards of what you need to start doing today to get there. HOW TO CREATE YOUR PROVEN PROCESS: Write out the steps of your proven process and give it a name. (3-7 steps.) Ex: Discovery. Solve issue. Bid. Etc.  Name it.  Print it.  Your goal as a leader should be to hold employees accountable and reward all around the core values and their unique abilities. Consensus management does not work, it will put you out of business. Must make decisions quickly and change your mind slowly. Live with it, end it, or change it. That's it. Choose short-term pain and suffering for longer-term benefits. 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. Create 3-7 company rocks every quarter. Each Rock must have an owner. 90 days cycles are imperative as people get motivated and then lose their way. You go over proposed problems and priorities. This quarterly meeting happens offsite for a day.  Spend this time reviewing previous quarters rocks and create this upcoming quarters rocks. Share the best business and personal news from the quarter. What is working and not working. Expectations.  Stay committed to the 90-day runs. When things are running well you still need to meet. As this keeps them running well.  When you can't keep the time frame because things are so crazy is when you need to keep meeting. Schedule weekly a 1-hour appointment with yourself that you don't cancel. This is creative time where you look to develop new ideas, take care of problems that continue, Etc. This creates more Effectiveness, efficiency, and productivity. The road to Hana analogy. The town of Hannah is Tiny and leaves much to be desired but the road to get there is worth the trip. Society trains to focus on the destination so when you avoid this constant pole and enjoy the journey you're able to enjoy it all. You can only grow as fast as you're able to absorb the changes.

  11. 5 out of 5

    Stephen

    I left my previous job because I was frustrated, not just with the department I was working with, but the whole organization. I was looking for a reason to find out why I was stressed, felt like I wasn't getting anything done, and was wondering why the organization seemed to have so many initiatives, but failed in accomplishing any of them. Over a year later, I started working for an organization that uses Gino Wickman's EOS. However, several years later, I felt I was hitting another ceiling with I left my previous job because I was frustrated, not just with the department I was working with, but the whole organization. I was looking for a reason to find out why I was stressed, felt like I wasn't getting anything done, and was wondering why the organization seemed to have so many initiatives, but failed in accomplishing any of them. Over a year later, I started working for an organization that uses Gino Wickman's EOS. However, several years later, I felt I was hitting another ceiling with similar but different frustrations that I felt over six years ago. So I felt it was time to read this from start to finish. The book does drive home various points about how successful businesses run (though I feel his EOS is too focused towards real estate and possibly overly simplified SMBs - could you apply this to Theranos? Or NASA?) and I've seen the wisdom and adopted much of the practices. However, I'm going to rate (from 1-10) the chapters wondering if he'll get to that 80% golden mark: In Chapter 1 he makes his key sell of the Six Components: 6 - I get it but I'm not sold. I think it's oversimplified - not to the CEO of a company, but someone either as part of a leadership team or department head. Chaper 2: Letting Go of the Vine: 8 - he hits the nail on the head. It's why you're likely reading this book. Chaper 3: Vision. I had to laugh, because if you review the examples of everyone thinks what makes them unique they're pretty much the same. Whereas part of the V/TO has merit, I think it's often silly and oversimplified. I don't think it works with complex use cases: I'm going to give it an 8, because I see what he's aiming at, but too much of it was too buzz-wordy. Chapter 4: People. Calling a People Analyzer a "tool" I think is overstating its worth. However, I think of it as a good way of telling whether someone really is the right person for your organization. Potentially over-simplified, and definitely geared towards certain types of businesses: 7. Chapter 5: Data. Scorecard portion: 10. Everyone has a number: 4. Averages to 7. Chapter 6: Issues. Honestly, probably one of the better ways to actually address the what goes wrong in an organization with a prescription on how to try and solve them.9 Chapter 7: Process. So grossly oversimplified: 1 Chapter 8: Traction. I will give a 9. I think this is where it all comes together, and I actually felt I got most of the benefit. Chapter 9: Pulling it all together. Some weird stuff in here, but useful: 9. Chapter 10: Goes of the rails a bit. I feel like it should be a recapitulation of what the EOS and how it can work for your organization, but there just some things in here that felt like were added on right at the end. Get's buzz-wordy again and I feel like its the sell of the individual rather than a process: 5. So, the average comes in just under 7, which means it didn't quite get there for me. That said, it's an interesting read, and I can see why this type of pitch to a company that feels it is struggling might embrace Traction. But at the same time, I feel a lot of the same comes from stepping back, taking a break, and looking at your organization to see what is and isn't working. The ideas have merit, but this book is far from revolutionary.

  12. 5 out of 5

    Matt Crumpton

    If you manage an organization of 5 or more employees, the Traction EOS system is a gamechanger. My company has fully implemented the system and it has produced outstanding results, not to mention peace of mind. There are 6 components to running a business. That's what the book is focused around. It's all great stuff. But, as a practical matter the biggest/most notable changes to our business have been: - Things get done with nothing slipping through the cracks. The weekly recurring meetings + to If you manage an organization of 5 or more employees, the Traction EOS system is a gamechanger. My company has fully implemented the system and it has produced outstanding results, not to mention peace of mind. There are 6 components to running a business. That's what the book is focused around. It's all great stuff. But, as a practical matter the biggest/most notable changes to our business have been: - Things get done with nothing slipping through the cracks. The weekly recurring meetings + to dos + rocks focuses everyone's attention towards what matters. - The most important things get done first. Quarterly meetings focus our attention on our problems/Issues and we then dive in to details to identify and resolve the real underlying issues. - Life becomes less stressful. When you have unresolved long term problems + projects you have been meaning to get around to + new ideas+ daily fires, you deal with the fires first. And, if you are like me, you feel tremendous pressure to resolve everything immediately so that it will get done and not evaporate in to the shadow of a good idea you can vaguely remember. With EOS, we say "Put it on the list." Then, we prioritize those issues each quarter. This means that I no longer feel as much pressure because I trust the EOS system to prioritize issues and projects on a quarterly basis. - We get way more done, faster. With 4-6 rocks (90 day specific measurable project in addition to normal responsibilities), that means the company gets 4-6 X Each Employee more things done each quarter. I enthusiastically recommend this book and the system it teaches. It has materially improved my business and life.

  13. 4 out of 5

    Katerina Trajchevska

    Practical guide for setting up strong processes in your business and regularly validating the progress towards achieving your goals and vision. As the author says, it's not enough to read the book - you need to do the work. Highly recommended. Practical guide for setting up strong processes in your business and regularly validating the progress towards achieving your goals and vision. As the author says, it's not enough to read the book - you need to do the work. Highly recommended.

  14. 4 out of 5

    Jim Tincher

    Traction introduces the Entrepreneurial Operating System (EOS). It's a powerful system. However, I read this book twice, and then had to have my team read it, then assign somebody to lead the efforts, before we fully took advantage of it. The book can only take you so far! Traction introduces the Entrepreneurial Operating System (EOS). It's a powerful system. However, I read this book twice, and then had to have my team read it, then assign somebody to lead the efforts, before we fully took advantage of it. The book can only take you so far!

  15. 5 out of 5

    Brian

    Excellent. If I could give this book 7 stars, I would. Essential reading for anyone leading a business or organization.

  16. 5 out of 5

    Regina

    Read for work. Lots of great strategies to help run a business in a more efficient way.

  17. 5 out of 5

    Nika

    I wish I had read this book before I started my business. I plan to reorganize and begin operating with these principles for managing a team.

  18. 5 out of 5

    Pascal Wagner

    On duct-taping daily issues 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. On defining the market: A crucial step to getting sales back on track during the turnaround of our real estate sales training company involved determini On duct-taping daily issues 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. On defining the market: A crucial step to getting sales back on track during the turnaround of our real estate sales training company involved determining who our ideal target market was. Eventually, we realized that it was the presidents and CEOs of real estate organizations with 200 or more agents (demographic) in north America (geographic) that saw the value and need for outside sales training (psychographic). 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. -- How to make the list: - The geographic characteristics of your ideal customers. Where are they? - The demographic characteristics of your ideal customers. What are they (If you're marketing business to business, consider characteristics such as job title, industry, size, and type of business. If business-to-consumer, then age, sex, income or profession.) - The psychographic characteristics of your ideal customers. How do they think? What do they need? What do they appreciate? Again, what you're creating here is focus. The most common mistake that most organizations make involves competing in too many sectors, markets, services, or product lines, and trying to be all things to all people. It's a game you will not win. Rather than your salespeople saying, "Yes, we do that, and oh yes, we'll do that," to everything, they should be saying, "If you're looking for that, we probably aren't the company for you. What we excel at are these three things." How to select your guarantee Your guarantee must drive more business or enable you to close more of what you're not winning. If it doesn't, you shouldn't waste your time using it. Go after all of the prospects on The List, communicating with them why you're unique, showing them your proven process for doing business, and offering them your guarantee. This incredible precision in your sales and marketing efforts will increase your sales dramatically. Creating your 3 year vision Write down bullet points of what the organization will look like on that date three years from now. Factors to consider include things such as number and quality of people, added resources, office environment and size, operational efficiencies, systemization, technology needs, product mix, and client mix. Misc Notes I also learned of a company that offered a weekly $20 gift card, albeit with a unique twist. The employee that received it the previous week would give it to the next employee who exhibited one of the company's core values. They had to email the entire organization adn tell everyone who they gave it to and what core value that person exhibited. The gift card could never go to the same employee until everyone received it, and it had to cross departments each time. On hiring the right people Envision all of your direct reports' responsibilities, problems, and issues as monkeys. When your direct report walks into your office with a problem, he or she is trying to leave his or her monkey with you. If someone walks in with a monkey, he or she needs to walk out with it. If he or she can't or won't, you've hired the wrong person. Tracking KPI's during the Traction meeting An example of activity-based numbers is client satisfaction. If you merely track customer complaints or lost customers, that's too late. Instead, go to the first step in the progress-finding out what factors drive both happy and unhappy customers. For instance, you might do a proactive numerical survey, such as asking three questions that require a number-based answer every time you close the business or deliver the product. The scorecard review is the leadership team's opportunity at a high level to examine the 5 to 15 most important numbers in the organization and to make sure they are on track for the goal. Any numbers that are not on track are dropped to the IDS portion of the meeting, which is your issues list. Avoid any discussion here. The reporting phase should merely identify problem areas. The biggest pitfall with most teams is that they launch right into discussing and trying to solve an issue. Commandments on solving issues during Traction - Thou shalt not rule by consensus - Thou shalt not rely on secondhand information (you cannot solve an issue involving multiple people without all the parties present) - Thou shalt not try to solve them all (take issues one at a time, in order of priority. Rock Review The owner is the person who drives the Rock to completion during the quarter by putting together a timeline, calling meetings, and pushing people. At the end of the quarter, the owner is the one that everyone looks at to assure the Rock was completed. Each person reports that his or her Rock is either "on track" or "off track." No discussion - the discussion will happen later. When a Rock is of track, it's dropped to the IDS portion of the agenda. Even if a Rock is on track but someone wants an update or has a concern, it should be dropped to IDS. Rock review should take no more than 5 minutes. On IDS: Decide which issues are number 1, 2, and 3. Start with only the top three because as a rule of thumb, you don't know how many you'll resolve. As long as you take them in order of priority, you're attacking the right ones. To repeat, it's a mistake to start at the top of the list and work your way down because sometimes the most important issue is near the bottom of the list. In addition, when you solve the most important issue, you tend to find out some of the other issues on the Issues List were symptoms of that core issue, and they drop off automatically. Adding Segue's to meetings Each member of the leadership team shares three things: (1) the organization's three greatest accomplishments in the previous year, (2) his or her one greatest personal accomplishment for the year, and (3) his or her expectations for the two-day annual planning session. The power of the annual segue, in addition to setting the stage and transitioning from working in the business to on the business, is that leaders have a chance to stop for a few minutes and reflection the company's successes and progress over the previous year. After the segue, one client said, "I was actually feeling like we had a bad year until I listened to everyone share the business accomplishments. We actually had a pretty good year." This is typically the mindset after the segue, and that sets the tone for what follows.

  19. 4 out of 5

    Ron Barker

    A good read. really good concepts for entrepreneurs. More examples of real success stories utilizing the tools would have enhanced the rating. The last chapter indicating the order of the process was a bit confusing.

  20. 4 out of 5

    Molly- The Modern Homeschooler

    I had to read this for work. It helped me understand my boss’ system as this is what they implement. I think the EOS system works, but this book was repetitive and could have used one more solid edit.

  21. 4 out of 5

    Elizabeth

    Very easy to understand and can be applied to more than just business.

  22. 4 out of 5

    Nate Haskins

    Excellent book on getting things done in a business.

  23. 5 out of 5

    Stefania

    I was asked to read this book at work, and I will admit I was a bit skeptical at first. It has been surprisingly good in many ways. After taking the recommendations, I find that my meetings are more efficient, and we are more focused on objectives. So much about successful business is alignment, and this book definitely creates that. It was good to have everything in one place, rather than having to read multiple books. A lot of it is common sense: yes, we need a vision. Yes, we need to have the I was asked to read this book at work, and I will admit I was a bit skeptical at first. It has been surprisingly good in many ways. After taking the recommendations, I find that my meetings are more efficient, and we are more focused on objectives. So much about successful business is alignment, and this book definitely creates that. It was good to have everything in one place, rather than having to read multiple books. A lot of it is common sense: yes, we need a vision. Yes, we need to have the right people in the right seats. What it does, is almost create a checklist for what you need to successfully bring a small-medium-sized business to the next level. The reason why it just gets 3 stars, is some of the over-simplification. The 3-step marketing technique, though likely works in the real-estate and training world where Wickman comes from, just does not jive in a business-consumer environment. As a Marketing professional, I found this advise grating, since, yes, having a list and a target market is important, and working the list is important but there is much more to it when you have a list that could be millions of people long. I also found, like many consultants, he relies too much on the dynamics of the industry he came from (real-estate). Some of the advise may be great for that industry, but not as much for people from others. Overall, I think this book is a positive force. I think it could just use a little more "thinking big" than it currently has.

  24. 5 out of 5

    Vedast Sanxis

    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, an 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. Each of your departmental heads should be better than you in his or her respective position. Your leadership team must present a united front to the rest of your organization. Above all else, your leaders need to be able to simplify, delegate, predict, systemize, and structure. The responsibilities that you delegate to other people have to be tasks that you have outgrown. These include things such as opening mail, writing proposals, approving invoices, and handling customer complaints. “If you could get all the people in an organization rowing in the same direction, you could dominate any industry, in any market, against any competition, at any time.” 1. What are your core values? 2. What is your core focus? 3. What is your 10-year target? 4. What is your marketing strategy? 5. What is your three-year picture? 6. What is your one-year plan? 7. What are your quarterly Rocks? 8. What are your issues? Once they’re defined, you must hire, fire, review, reward, and recognize people based on these core values. This is how to build a thriving culture around them. You will find that your hiring success ratio will increase if you evaluate applicants’ core values before their skill. “He who chases two rabbits catches neither.” I can’t tell you how many of my clients start out trying to be all things to all people. They say, “Oh, you need that? Yes, we do that,” and, “You want those? No problem.” Over time, though, they, their customers, and their employees become frustrated, and the business becomes less profitable. This helter-skelter method may have gotten you to where you are today and helped you survive the early drought, but to break through the ceiling, you have to create some focus. The geographic characteristics of your ideal customers. Where are they? • The demographic characteristics of your ideal customers. What are they? (If you’re marketing business-to-business, consider characteristics such as job title, industry, size, and type of business. If business-to-consumer, then age, sex, income or profession.) The psychographic characteristics of your ideal customers. How do they think? What do they need? What do they appreciate? Rather than giving them a sales presentation and inundating them with information, you’re saying, “Let me show you exactly how we are able to accomplish great results for our customers. We have a proven process that we follow called The (your company name) Difference.” Domino’s did the same with pizza delivery: “Thirty minutes or it’s free.” A guarantee is your opportunity to pinpoint an industry-wide problem and solve it. When everything is important, nothing is important. Sales and marketing generate business. Operations provides the service or manufactures the product, and takes care of the customer. Finance and administration manage the monies flowing in and out as well as the infrastructure. Only one person oversees sales and marketing, only one person runs operations, and only one person manages finance and administration. When more than one person is accountable, nobody is. You can have one name in two seats, just not two names in one seat. 1. Is this the right structure to get us to the next level? 2. Are all of the right people in the right seats? 3. Does everyone have enough time to do the job well? A great example is the number Nordstrom uses with its salespeople: sales per hour. The number shows up on their paychecks and perks are tied to it. Nordstrom salespeople know exactly what their sales expectations are all the way down to an hourly basis. What is draining your energy is not having a lot of work to do; rather, it’s having unresolved issues. You should make all of your decisions as though you are going to your own Super Bowl—as though you were achieving your vision. The HR process is the way you search, find, hire, orient, manage, review, promote, retain, and fire people. The marketing process is the way you get your message to your target audience and generate interest in what you do and prospects for your salespeople. The sales process is the way you convert a prospect into a customer. The operations processes are the way you make your product or provide your service to your customer. There are typically one to three core processes within operations (e.g., project management, logistics, warehouse, distribution, service technicians, account management, service delivery, production, quality control, customer service). The accounting process is the flow and management of all monies coming in and going out. The customer-retention process is the proactive way that you take care of your customers after your product or service has been delivered and the way you retain customers so that they continue to come back and send you referrals. The person that is accountable for a certain process takes charge of documenting it. This is what people that purchase businesses are looking for: a turnkey system. A Rock must be clear so that at the end of the quarter, there is no ambiguity whether it was done or not. Each of the three to seven company Rocks must be owned by one and only one person on the leadership team. When more than one person is accountable for a Rock, no one is accountable. For those of us who lead and manage organizations, meetings are pretty much what we do. “Your meetings should be passionate, intense, exhausting, and never boring.” We live in a world that inundates us with information. There is so much shiny stuff that it’s hard to concentrate. If I could leave you with one message, it’s that: Stay focused.

  25. 5 out of 5

    Luke Gruber

    Traction is a practical book discussing an Entrepreneurial Operating System (EOS). This discusses how a company should operate, and how management keep accountability and stay on track for the long and short term goals. I found this book extremely rigid and interesting. Structure, when buy-in is won, can create a fruitful environment for success and growth. This book is very good and I’ll likely implement many of these systems as possible.

  26. 5 out of 5

    Deane Barker

    An explanation of the Entrepreneurial Operating System (EOS). This is a philosophy of management that my company is implementing. Your enjoyment of this book will correspond highly with your belief in EOS, but it's worth noting the the book is well-written and clear, and I think anyone can learn from it, whether they fully implement EOS or not. An explanation of the Entrepreneurial Operating System (EOS). This is a philosophy of management that my company is implementing. Your enjoyment of this book will correspond highly with your belief in EOS, but it's worth noting the the book is well-written and clear, and I think anyone can learn from it, whether they fully implement EOS or not.

  27. 5 out of 5

    Pamela Kan

    Great book worth fabulous practical tools

  28. 5 out of 5

    Fred Rose

    Basic but good templates, easy and effective.

  29. 4 out of 5

    Liz Lem

    A man gave me this book several years ago and it sat on my bookshelf until recently. Even though it’s 8 years old it’s still relevant and very useful. What I liked most was the practical tips about running a weekly meeting and the benefit of doing things a certain way in a business. The parts of the book I didn’t like were what felt like over the top examples of business success of certain clients; the part about long-range planning; and the lack of examples of women in business. Notes on what I A man gave me this book several years ago and it sat on my bookshelf until recently. Even though it’s 8 years old it’s still relevant and very useful. What I liked most was the practical tips about running a weekly meeting and the benefit of doing things a certain way in a business. The parts of the book I didn’t like were what felt like over the top examples of business success of certain clients; the part about long-range planning; and the lack of examples of women in business. Notes on what I found most useful: The author provides a framework, The Entrepreneurial Operating System (EOS) to run an existing business. He emphasizes that you can only run your business on one operating system. EOS Components Vision – Clear image of where the business is going and how it’s going to get there. Focus everyone’s energy toward one thing and amazing results will follow. People – The two essential ingredients of any great team: the right people in the right seats. The people must get it, want it and have the capacity to do the job. Data – The best leaders rely on a handful of metrics to help manage their businesses. Use a Scorecard; a weekly report containing 5 to 15 high level numbers for the organization Issues – are the obstacles that must be faced to execute your vision. By taking time to address a problem, you will save 2-10 times that amount of time in the future. Process – Your processes are your Way of doing business. It’s the most neglected of the Six Key Components. When applied correctly results in simplicity, efficiency and profitability. Traction summary.docx 1/20/2019 2 Traction – Vision without traction is merely hallucination. Two key components to gaining traction: Rocks which are 90-day priorities designed to keep focus on what’s important and Meeting Pulse a tool that provides a Level 10 meeting agenda. Vision Component Marketing Strategy 1. Your Target Market / “The List” – identifying your target market involves defining your ideal customers Who are they? Where are they? What are they? 2. Your three Uniques – What makes you different? What do your ideal customers think is unique about you? Ask them, it’s a ten-minute phone call. 3. Your proven process – Create a visual of “Your Way”. Use it as a sales tool so that ideal customers can visualize what steps you take to get them where they are trying to go. Get it professionally printed so that you can sell “Your Way” 4. Your guaranty – Customers might be nervous to work with you, they may have objections to ease their nerves to eliminate their objections provide some type of guarantee backed up by a tangible penalty if you don’t deliver on it. The Traction component A weekly level 10 meeting –1 page agenda placed in front of each attendee. The To-Dos identified from the prior week and include the IDS issues in the actual printed agenda.

  30. 4 out of 5

    Helena Brantley

    Gini Dietrich, a fellow public relations professional and company founder gave a keynote at an Agility PR conference in 2020 that was worth the price of admission. TRACTION by Gino Wickman is one of a few books she recommended, adding that she reads it annually. Intrigued, and as a fan of the book she co-authored MARKETING IN THE ROUND and the online content her company churns out daily, I promptly ordered two of the books Gini recommended. In the sleepless hours of a summer morning, I began rea Gini Dietrich, a fellow public relations professional and company founder gave a keynote at an Agility PR conference in 2020 that was worth the price of admission. TRACTION by Gino Wickman is one of a few books she recommended, adding that she reads it annually. Intrigued, and as a fan of the book she co-authored MARKETING IN THE ROUND and the online content her company churns out daily, I promptly ordered two of the books Gini recommended. In the sleepless hours of a summer morning, I began reading TRACTION. With pencil and a yellow legal pad, I began the eye-opening and simple (not easy) exercises and finished the book this weekend. I am amazed at how much information,guidance and wisdom is thoughtfully organized into 233 pages. At the heart of TRACTION is something called the “Entrepreneurial Operating System” (EOS). The marketing copy on the back of this book is spot on: “EOS is a practical method” for helping entrepreneurs and business leaders who face similar frustrations--personnel conflict, profit woes and inadequate growth...it’s not complicated or theoretical.” When you read as much as I do, it is often the small things that can reveal big things about an author. Towards the end of Chapter 8 is an exercise called One Thing. “Each member of the team receives feedback from the others on his or her single greatest strength or most admirable ability and his or her biggest weakness or hindrance to the success of the company. The exercise is done out in the open, with the entire leadership team present. I believe the peer-evaluation methods that are conducted anonymously do more harm than good,” Wickman writes. On January 1, 2021, after reading about One Thing, I decided to insert “family” in place of “organization,” and for an hour, my family sat around the dining room table, bellies full from brunch and took turns with the One Thing exercise. Each of us walked away committing to “one thing he or she will commit to doing differently in the coming year based on the feedback” of hearing from each family member one strength and one weakness. “It’s short, simple, very powerful and effective and it leads to great insights with improved openness and honesty on the team,” Wickman writes. Finishing this book and now implementing its systems is a good way to start 2021.

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