Traction Read online

  scalability, 109

  terminations, 109–110

  visionaries, 94–97

  accounting process, 152

  “Acres of Diamonds” story, 46–47

  “aha” moment, 209

  Asphalt Specialists, Inc.

  passion and niche, 51

  visionary/integrator, 95

  Atlas Oil Company

  10-year target, 54

  measurables, 67

  niche, 51

  Autumn Associates

  10-year target, 53

  niche, 51

  right people, 81–82

  three uniques, 59

  B

  The Benefits Company, 202–203

  Ben-Shahar, Tal, 217

  Berra, Yogi, 53

  Berriz, Albert, 207

  Bethlehem Steel Company, 123

  Blanchard, Kenneth, 103, 133

  Blank, Andy, 151

  Blank, Ron, 151

  Bonaparte, Napoleon, 131

  boredom, 47

  Broder, Rich, 47–48, 213

  Broder & Sachse Real Estate Services, Inc., 47–48

  Built to Last (Collins and Porras), 36, 53

  Burlingham, Bo, 212

  Burrows, Hal, 103

  business model, 7

  business plans

  10-year target, 52–54

  one-year plan, 68–69

  quarterly Rocks, 70

  three-year picture, 66–68

  Vision/Traction Organizer and, 31–33

  C

  capacity to do it (GWC), 99–102

  Capital Coating Technologies, Inc. (CCT), 48

  Carnegie, Dale, 123

  ceiling, hitting the, 17–23, 210–211

  chaos, 167–168

  checklists, 156

  clarity and numbers, 124

  clarity breaks, 214–215

  “click,” 209

  Collins, Jim, 36, 46, 49, 53, 81, 142, 211

  commitment and numbers, 124

  communication, 74–77, 167, 168

  compartmentalizing, 212–213

  competition, 124

  CompSat, 117

  Confidence: How Winning and Losing Streaks Begin and End (Kanter), 202

  consensus, 141–142

  consistency, 149

  Conwell, Russet H., 46–47

  core abilities, 19–23

  core focus, 46

  core processes, 151–158

  core values

  defined, 35–46

  hiring process, 45

  real world list of, 36–37

  speeches on, 39–44

  steps for defining, 36–38

  why it works, 208–209

  Covey, Stephen, 46, 171

  Cunningham/Limp, 50

  Cupp, Sam, 5, 117, 215

  customer/employee headlines, 192

  customer-retention process, 152

  D

  Data Component, 113–127

  introduced, 5–6

  measurables, 122–126

  Scorecard, 116–121

  summary, 127

  why it works, 208

  Delegate and Elevate, 103–108

  delegate core leadership abilities, 20

  departmental Issues List, 135

  dictatorships, 16

  distractions (shiny stuff), 46–47, 52, 216–217

  Domino’s guarantee, 64

  donkey story, 55

  Dube, Rob, 35, 48

  E

  The Eighth Habit (Covey), 46

  Emerson, Ralph Waldo, 19

  employees. see also leadership team; people; People Component

  Accountability Chart, 4–5

  core values, 35

  core values speech, 45

  GWC introduced, 5

  human resources, 152, 154–155

  People Analyzer tool introduced, 4–5

  right people in the right seats, 4–5

  shared by all, 74–77

  Unique Ability®, 82

  vision, 3–4, 29–30

  The E-Myth Revisited (Gerber), 19, 21, 150

  The E-Myth (Gerber), 19, 21, 150

  Entrepreneurial Operating System (EOS). see also Entrepreneurial Operating System (EOS) tools

  Core Processes, 151–158

  Data Component introduced, 5–6

  Issues Component introduced, 6

  leadership team, 166

  one operating system, 23

  People Component introduced, 4–5

  Process Component introduced, 7–8

  proven process example, 62

  readiness, 24

  The Six Key Components introduced, 3–9

  Traction Component introduced, 8–9

  Vision Component introduced, 3–4

  why it works, 208–209

  Entrepreneurial Operating System (EOS) tools. see also Entrepreneurial Operating System (EOS)

  Accountability Chart, 89–11

  Core Process Documentation, 151–158

  IDS (identify, discuss, and solve), 144, 182, 193–194

  Issues List, 133–135

  Issues Solving Track, 136–141

  measurables, 122–127

  Meeting Pulse, 176–198

  People Analyzer, 85–89

  Rocks, 170–176

  Scorecard, 116–121

  Vision/Traction Organizer, 31–73

  EOS. see Entrepreneurial Operating System (EOS)

  Escobar, Ed, 31, 34

  evolution, Accountability Chart, 109

  external growth, 18–19

  F

  Federal Express guarantee, 64

  finance and administration, Accountability Chart, 90–93

  First Things First (Covey), 171

  The Five Dysfunctions of a Team (Lencioni), 30, 133

  Focus (Ries), 4, 49, 170

  “followed by all” action steps, 161

  Ford, Henry, 215

  Franklin Communities, 150–151

  G

  Gerber, Michael, 19, 21, 150

  Get Back in the Box: Innovation from the Inside Out (Rushkoff), 56

  get it (GWC), 99–102

  Gitre, Bill, 158

  Giuliani, Rudolph, 117

  goal setting

  10-year target, 53

  one-year plan, 68–69

  quarterly Rocks, 70

  three-year picture, 66–68

  Gödel, Kurt, 149

  Good to Great (Collins), 46, 49, 81, 211

  Great White, 96

  growth, 17–19

  bigger is not always better, 211–212

  external growth, 18–19

  hitting the ceiling, 17–23

  internal growth, 18–19

  letting go of the vine, 13–25

  orientation toward, 24

  guarantee, 64–65

  GWC (get it, want it, and capacity to do it), 5, 99–102

  Gysel, Patrick, 96

  H

  Hana, The Road to, 217

  Happier: Learn the Secrets to Daily Joy and Lasting Fulfillment (Ben-Shahar), 217

  Harnish, Verne, 34, 171

  Harris Interactive/Franklin Covey poll, 74

  Hill, Napoleon, 131, 142

  hiring process, 45

  hitting the ceiling, 17–23, 210–211

  Horan, Jim, 34

  How to Win Friends & Influence People (Carnegie), 123

  human resources (HR), 152, 154–155

  I

  Identity Marketing and Public Relations, 57, 60

  IDS (identify, discuss, and solve), 144, 182, 193–194

  Image One

  core focus, 48–50

  core values, 35

  guarantee, 64

  niche, 51

  passion and niche, 51

  process component, 161

  target market, 57, 58

  integrators, 92–94

  internal growth, 18–19

  Israel, Dan, 209

  Issues Component, 129–146

  10 Co
mmandments, 141–143

  IDS (identify, discuss, and solve), 144, 182, 193–194

  introduced, 6

  Issues List, 70–73, 133–135, 182

  Issues Solving Track, 6–7, 136–146, 182, 209

  personal issues, 144–145

  solution statement, 143

  summary, 146

  Issues List, 70–73, 133–135, 182

  Issues Solving Track

  10 Commandments, 141–143

  IDS (identify, discuss, and solve), 182

  introduced, 6–7

  steps, 136–141

  why it works, 209

  K

  Kanter, Rosabeth Moss, 202

  keep it simple stupid (KISS), 19

  Kelleher, Herb, 60

  KISS (keep it Simple, stupid), 19

  Knaup, Amy E., 19

  L

  Lawson, Larry, 151

  Leadership (Giuliani), 117

  leadership team. see also people; People Component

  Accountability Chart, 99

  building, 16–17

  core abilities, 19–23

  Entrepreneurial Operating System, 166

  Issues List, 134

  responsibilities in, 17

  three-year picture, 66–68

  united front of, 17

  leading, managing, and holding people accountable (LMA), 96

  Lencioni, Patrick, 17, 30, 133

  letting go of the vine, 9, 13–25

  Level 10 Meeting Agenda, 8, 189–196

  Level 10 Meetings, 189–198

  Life Business Management Plan, 34

  LMA (leading, managing, and holding people accountable), 96

  Lombardi, Vince, 191

  luftmensch, 166

  M

  Managing by Values (Blanchard and O’Connor), 133

  marketing process, 152

  marketing strategy

  defining/determining, 54–65

  guarantee, 64–65

  “The List,” 56–59

  proven process, 61–62

  target market, 56–59

  uniques, 59–60

  V/TO and, 4

  Mastering the Rockefeller Habits (Harnish), 34, 171

  McKinley

  10-year target, 54

  core focus, 50

  core values, 38, 45

  niche, 51

  rollout, 207

  target market, 57, 58

  three uniques, 59

  vision clarification, 76

  measurables, 67, 122–126

  meeting, vision, 75

  Meeting Pulse, 176–198

  annual, 184–188

  introduced, 8

  Issues List, 182

  meetings, 8

  quarterly, 179–183

  team building, 185–186

  weekly, 189–196

  why it works, 208

  mission statement (core focus), 46

  Monthly Labor Review report, 19

  moving at your own speed, 206–207

  N

  90-day plans. see quarterly Rocks

  90-day world, 171, 177–179, 208, 210

  New York Police Department, 117

  niche, defining, 49–52

  NicheNext, 212

  Niche Retail

  36 hours of pain, 110–111

  Accountability Chart, 105–108

  closing of, 212

  core focus of, 52

  delegate and elevate, 103–104

  hitting the ceiling, 211

  solving issues, 142

  target market, 58

  Nomura, Catherine, 82

  number, everyone has a, 122–126

  Nuts! Southwest Airlines’ Crazy Recipe for Business and Personal Success, 59–60

  O

  Obsessions of an Extraordinary Executive: The Four Disciplines at the Heart of Making Any Organization World Class (Lencioni), 17

  obstacles. see Issues Component

  O’Connor, Michael, 133

  Oncken, William Jr., 103

  The One Minute Manager Meets the Monkey (Burrows, Oncken, and Blanchard), 103

  one name, two seats, 102

  The One Page Business Plan (Horan), 34

  One-Page Strategic Plan, 34

  one-year plan, 68–69, 186–187

  open-mindedness, 24

  operating systems, 23

  operations, 90–93, 152

  organization, business, 169

  organizational chart, 109

  Organizational Checkup questionnaire, 10–12, 203–205

  Orville Redenbacher niche, 51

  P

  passion and niche, 50–52

  Pearlman, Joel, 48, 64

  people. see also employees; leadership team; People Component

  core value speech, 45

  hitting the ceiling, 17–23

  human resources, 152, 154–155

  integrators, 92–94

  one name, two seats, 102

  personal issues, 144–145

  right people in the right seat, 4–5

  shared by all, 74–77

  Unique Ability®, 82–85

  visionaries, 94–97

  People Analyzer tool, 4–5, 85–89

  People Component, 79–112. see also employees; Leadership team; people

  Accountability Chart, 89–11

  People Analyzer, 4–5, 85–89

  right people, 81–82, 85–89

  right person, wrong seat, 83

  right seats, 89

  summary, 112

  wrong person, right seat, 83–84

  Perles, George, 140

  personal issues, 144–145

  Porras, Jerry L, 36, 53

  predictions, 20–21

  Pritchett, Price, 53

  problems. See Issues Component

  problem solving and numbers, 125

  Process Component, 147–162

  business model, 7

  following, 158–161

  introduced, 7–8

  process and procedures, 18, 21–22

  proven process, 61–62

  summary, 162

  Way, 7–8, 22, 150–158

  Professional Grounds Services

  core values, 39

  rollout, 207

  The Professional Group, 76

  profit number, 67

  progress, 206–207

  purpose, 49–50

  Putting it All Together, 199–217

  Q

  QEK Global Solutions, 5

  quarterly Rocks, 70, 173

  questionnaire, Organizational Checkup, 10–12, 203–205

  R

  Randall Industries, 39

  RCS, 96

  readiness, 24

  RE/MAX First

  Issues Solving Track, 139

  vision clarification, 76

  responsibility, 17

  results and numbers, 125

  revenue, three-year picture, 67

  Ries, Al, 4, 49, 170

  right person, wrong seat, 83

  right seats, 89

  Risking (Viscott), 24

  risk taking, 24

  The Road to Hana, 217

  Rocks

  defined, 8

  defining, 70

  establishing, 171–175

  Level 10 Meetings, 191, 192

  Rock Sheet, 173–174

  shared by all, 174

  Traction Component and, 170–176

  traps and pitfalls, 175–176

  Ronnisch, Bernie, 101

  Ronnisch Construction Group

  Accountability Chart, 101

  passion and niche, 51

  Roosevelt’s, 158

  Rushkoff, Douglas, 56

  S

  Sachse, Todd, 47–48, 125–126, 159, 213

  Sachse Construction, 125–126, 159–160

  sales/marketing, Accountability Chart, 90–93

  sales process, 152

  same-page meetings, 213–214

  scalability, 109, 158
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br />   Schechter, Marc, 18

  Schechter, Robert, 18

  Schechter Wealth Strategies (SWS)

  10-year target, 54

  core focus, 50

  core values, 38

  hitting the ceiling, 18

  proven process, 61

  Schwab, Charles, 123

  Scorecard, 116–121

  defined, 5

  example, 118

  Level 10 Meetings, 191–192

  rules of thumb, 120–121

  weekly reporting, 5–6

  shared by all, 74–77, 174

  Shenefelt, Bob, 96

  shiny stuff, 46–47, 52, 216–217

  simplify, 19

  The Six Key Components

  Data Component, 113–127

  Issues Component, 129–146

  People Component, 79–112

  Process Component, 147–162

  Traction Component, 163–198

  Vision Component, 27–77

  Small Giants: Companies That Choose to Be Great Instead of Big (Burlingham), 212

  Smith, Jonathan B., 51–52

  Smith, Tyler, 51, 52, 104, 110–111, 142, 212

  solution statement, 143

  Sorock, Brad, 52, 104

  Southwest Airlines, 59–60

  speeches, core values, 39–44

  stagnation, 167

  Starbucks gift card story, 76

  StarTrax, 216

  state-of-the-company meeting, 75

  The Strategic Coach, Inc., 82

  The Strategic Coach Program, 19

  strategic planning, 4

  strengths, weaknesses, opportunities, and threats (SWOT), 186

  structure, 22

  Sullivan, Dan, 19, 46, 82

  sweet spot, 4, 46, 52

  SWOT (strengths, weaknesses, opportunities, and threats), 186

  SWS. See Schechter Wealth Strategies

  systemizing, 21–22

  T

  10-year targets, 52–54

  36 hours of pain, 110–111

  Tamblyn, Rob, 202–203

  tangents, 139–140

  target market, 56–59

  targets, 10-year, 52–54

  Taylor, Shelley, 151

  team building and Meeting Pulse, 185–186

  teamwork and numbers, 125

  technology and the Way, 157

  technology company vision story, 30

  terminations, 109–110

  “The List,” 56–59

  Think & Grow Rich (Hill), 131, 141–143

  Thoreau, Henry David, 19

  three-strike rule, 87–88

  three-year picture, 66–68

  time, saving, 6

  To-Do List, 192–193, 208

  Traction Component, 163–198

  after traction, 168–169

  introduced, 8

  Meeting Pulse, 176–198

  Rocks, 170–176

  summary, 198

  before traction, 167–168

  transparency, business, 6

  20/80 rule, 153–155

  U

  Unique Ability®, 82–85

  Unique Ability (Nomura, Waller, and Waller), 82

  unique qualities, 59–60

  United States Small Business Administration report, 19

  V

  Viscott, David, 24

  vision

  Entrepreneurial Operating System, 3–8

  meeting, 75

  visionaries, 94–97

  Vision Component, 27–77. see also The Vision/Traction Organizer (V/TO)