Traction: Get a Grip on Your Business

Product Information

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. 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. Choose Short-Term Pain for Long-Term Gain: You should work to solve your issues as soon as possible due to the sustained impact they can have on your business. Right Seats – the role in which “each of your employees is operating within his or her area of greatest skill and passion inside your organization”

Processes provide your people with the ability to be consistent in their actions. Everyone in your organization should understand the processes, value them, and follow them. Consistent action over time will result in the growth, durability, and scaling of the organization. Documenting Your Core Processes Evaluate each individual based on your company standards for how well they represent the Core Values. When the fit is right, your people will thrive, and your organization will be better off. Right Seats Having coached and trained over 13,000 entrepreneurs, I know the challenges they face. This book is a must for any business owner and their management team. Traction provides a powerful, practical, and simple system for running your business.”Each person brings V/TO, proposed budget, thoughts on goals. Do this the day before last Quarterly Meeting of year. 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? People tend to procrastinate on work, so the meeting provides a due date and time for work to get done. Meetings also allow for enhanced communication, accountability, and discipline. Over time, the consistent action taken by your people will result in gaining traction on our vision. You can only run your business on one operating system. EOS is the operating system that will establish a bold vision, create alignment, set priories, foster a strong culture, and enable productivity.

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: How to Be a Great Boss ( book summary): Helps leaders and managers at all levels of an organization get the most from their people. Take on the Most Fearful Issue: Sometimes, you need to take on the issue that scares you the most. We grow the most in uncomfortable situations. Dan Moshe, founder and CEO of Tech Guru, for The Business Journals‘“The most important business books ever written”Right person, wrong position: The employee shares the company’s core values but isn't in a position that matches her particular talents. She may have been promoted to a position that’s not a good match, outgrown her current position, or was put into the wrong position to begin with. Your three-year goal: In writing your three-year goal, focus on measurables and bullet points, not details—that is, focus on the end point rather than the potential hurdles. The first step is to change your thinking: Stop treating your company as an extension of yourself and let it evolve into its own entity. For your company to evolve, you must:

Visionary: creative, solves big problems, culture-focused, emotional. Only about half of organizations have one. The concepts in Traction saved our company from mediocrity and propelled us to excellence. They have provided us with the tools to deal with any situation that might arise and better yet, to head off some situations at the pass. We now have all the right people in the right seats doing the right jobs. You and your senior leaders should meet quarterly to review the vision and set priorities for the company and leadership for the next 90 days. Here are the steps:Your goal as a leader should be to hold employees accountable and reward all around the core values and their unique abilities. Core Values – the three to seven guiding principles for who you are as an organization that help you and your people make decisions and behave for the greater good Step 3: 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.

After building out the Accountability Chart, you should ask these three questions to confirm that you have fully completed it:

Review the Scorecard numbers against goals—any misses should be moved to the issue solving (IDS) part of the agenda. E.g., every fix has a jargony 3-letter acronym. In fact, there's even an acronym for fixes! "IDS" - Identify, Discuss, Solve. 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. If your business seems to be spinning its wheels, part of the problem may be that you’ve become so wrapped up in it that you’ve forgotten it’s a separate entity from you. To reach the next level you need to build it into a self-sustaining entity, powered by an effective system rather than by your determination. Entrepreneurial Operating System — EOS). Она состоит из 6 элементов: Видение, Люди, Данные, Проблемы, Процесс и Управление и чем то похожа на подход Верна Харниша из его книги "Развитие бизнеса". Система Джино Викмана показалась мне более простой, но в тоже время чётко бьющей в самые важные места в бизнесе. Например, один из элементов его системы - это системный подход работы с проблемами, которые регулярно возникают в каждой компании. О них почему то большинство авторов бизнес-книг забывают.