The Entrepreneurial Operating System (EOS) is a process that incorporates vision (strategic planning) and traction (developing the leadership team) to help companies achieve their goals and build a healthy company. This is a sixty-minute keynote address I gave to a group of company leaders to equip them to lead more effectively - tomorrow!
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About You
Q: Are you currently part of a business or
organization? (please stand). Stay standing if . .
• More than one employee
• More than 10 people
• More than 25
• More than 50
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Right Seat – Accountability Chart
Integrator
• LMA
• Tie breaker
• Team rhythm
• Communication
• Maintain organization focus
• Day to day clarity
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5 Reasons Scorecards Are Hard
1 Overthink it
2 Fear (Fixed Mindset)
3 Don’t GET the work
4 Nobody Asked
5 Don’t see “Journey”
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The LEVEL 10 Meeting™
Good News 5 Mins
Scorecard 5 Mins
Rock Review 5 Mins
People Headlines 5 Mins
To-Do List 5 Mins
IDS 60 Mins
Conclude 5 Mins
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Serve First
1 Assess your Company
2 Educate your leadership team
3 45-minute face-to-face (4 time slots)
4 scott@thetrugroup.com / 616.405.1018
5 Sign-up for blog and EOS mailing lists
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About the Speaker – Scott Patchin
Scott has a core belief that the habits leaders practice and the conversations they have with
their people are the keys to their success. He launched his leadership development
company, The trU Group, in 2009 around his passion for maximizing individual growth and
eliminating needless pain – moving to and past the tipping point of success.
He has work experience in manufacturing, healthcare, and banking/mortgage industries.
He is an author, blogger, coach, and delivers a hands-on keynote. He resides in Michigan,
has spoken across the Midwest on people-centered leadership, and is an experienced
Entrepreneurial Operating System® implementer.
Learn more: linkedin.com/in/scottpatchin www.thetrugroup.com
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Gap #1
Strategy Gap
Gap #2
Execution Gap
Gap #3
Talent Gap
Creating an organizational
performance gap
Managing the gap in your
organizational performance
Managing the individual
performance gap created by #1
and #2
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Notes de l'éditeur
Story about Steve and “I think strategic planning is a waste of my clients time and money.”
Fast forward -
Transition:
My objective today is to give you a new lens to look at your business, and actions to move more effectively and efficiently towards your goals.
Second objective – Equip you with specific tools to start doing that tomorrow.
Your Business – leaders have 136 things to worry about.
Finding: To the degree you could strengthen the 6 key components within your business you will have clarity over the issues you are facing, the priorities for solving them, and it will put you in a position as a leader to focus the help you have (people/partners) to solve the problems you face.
High level – when this is im
Vision: Getting everyone in the Who you are, where are you going, how you will get there
People: Great people – What is great for you in your business? Jim Collins taught us Right Person / Right Seat – but now how to get there. EOS gives you tools to define that
Data: Noise and passion in a business. How are we doing? (subjective answers). Data tells us where we are without question.
Issues: Ari Weinzweig (Zingerrmans) realized 90% of problems that come up have happened before.
Process: Efficiency and effectiveness
Traction: Vision without traction is hellucination. When I ask people Solo-preneur you are great at focusing on delivering to others,
Goal: 100% strong on all these components (nirvana) – When I work with clients we are striving for 80% because perfection is never the goal –
I work with the leadership teams of business.
I find that ever
Clarity – Everyone sees the same picture
Core Values
3-Year Picture:
Goals – 3 to 7
Rocks – ¼ of he progress towards a goal
End this slide with talking about issues
ONE page to keep it simple! Not the inch and a half binder
Story – Paul comment about every company he has been to the owner has the vision
This is an outline of what a scorecard will look like. I envision asking each individual to think about 3 – 7 metrics that would go into a scorecard for their organization. Give each table a chance to discuss and share. Then go around with a large scorecard on a foam board and using 4”x6” post-it notes have them put metrics on the scorecard they believe are critical. I will walk around and facilitate the conversation – hope to spend around 20 minutes
This is an outline of what a scorecard will look like. I envision asking each individual to think about 3 – 7 metrics that would go into a scorecard for their organization. Give each table a chance to discuss and share. Then go around with a large scorecard on a foam board and using 4”x6” post-it notes have them put metrics on the scorecard they believe are critical. I will walk around and facilitate the conversation – hope to spend around 20 minutes
Simple outline – will only spend a few minutes. The tools are outlined in the books Traction and Get a Grip
Point here is I have a 3 hour experience I used as part of a growth program for minority businesses that was rated as the #1 session for their year long program.
If you want to explore further – both of these ebooks are available for free electronically and I have copies in the back of the room.
Read through each one – relating back to the story of my early client who brought me in to address #3, when really the issue was his capacity to lead #2.