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Get MOREOf What You WantFrom Your BusinessTransforming your company with

Even the most successful entrepreneurs occasionallyfind running a business more challenging than theyexpected.Many work longer hours and get less return on theirinvestment of time and money than they would like.GET A GRIP ON YOUR BUSINESS

Most entrepreneurs regularly grapple withone or more of the following challenges:Lack of control - over time, the market, or the company.People - don’t listen, understand or follow through.Profit - there's not enough of it.Growth - is okay, but they just can’t seem to break through to the next level.Magic Pills - lots of remedies and quick fixes have come and gone, but thewheels are still spinning.GET A GRIP ON YOUR BUSINESS

GET A GRIP ON YOUR BUSINESS!If these problems seem all too familiar, you’re not alone.It doesn’t have to be that way.In this presentation, Ken will introduce you to theSix Key Components of a successful business.He’ll arm you with a set of simple, practical tools you and yourleadership team can begin using right away to get better results.GET A GRIP ON YOUR BUSINESS

THE BIG IDEA IN 178 WORDSTHE BIG IDEATHE BIG IDEA

AGENDAAbout UsAbout YouThe ToolsThe ProcessIS THERE A FIT?IS THERE A FIT?

Gino Wickman, FounderTRACTION: GET A GRIP ON YOUR BUSINESS

EOS STATSOver 665 Companies running on EOSOver 4,065 full day sessions deliveredOver 10,000 hours of working withentrepreneurs and their leadership teams

MY BACKGROUNDKenneth C. DeWittBusiness Coach andCertified EOS Implementer

MY STORYHad partnerships in six businessesKenneth C. DeWittBusiness Coach andCertified EOS ImplementerFounded two very successful CPA firmsMerged with a large national firmBecame a fractional CFO, including for TekLinksof BirminghamSet out to invent a system that could be used tocreate successful businesses in any industryJoined with EOS Worldwide / TractionMY STORY

TODAYFull-time Certified EOS Implementer

AGENDAAbout UsAbout YouThe ToolsThe ProcessYOUR STORYYOUR STORY

ABOUT YOUA clear picture of where things areBrief historyRevenueEmployeesType of business#1 Business goal / what do you want?3 biggest challenges / 2 a.m. thoughts3 greatest strengthsMeeting effectiveness (1-10)Organizational alignment around plan (1-10)Organizational accountability (1-10)

AGENDAAbout UsAbout YouThe ToolsThe ProcessYOUR STORYTOOLS PROCESS RESULTS

Begin at the end to illustrate what it looks likeat the end of the journey.A discovery136 ISSUES – LOTS TO MANAGE

132YOURBUSINESS546DISCOVERY: STRENGTHEN 6 KEY COMPONENTSEVERYTHING FALLS INTO PLACE

One quick pass to introduce the Six Key Components.Second pass to go into more detail.SIMPLIFYING YOUR WORLD

VISIONYOURBUSINESS100% ON THE SAME PAGE WITH WHEREYOU ARE GOING AND HOW YOU WILL GET THERE

VISIONPEOPLEYOURBUSINESSYOU CAN’T ACHIEVE A GREAT VISIONWITHOUT GREAT PEOPLE

CLEAR VISION GREAT PEOPLE DATA TRANSPARENCYCut through politics,egos & feelingsVISIONOpen & honestDATAPEOPLEYOURBUSINESSOBJECTIVE MEASURABLES VS. SUBJECTIVE

VISIONDATAPEOPLEYOURBUSINESSISSUESSet them up,knock them downSuccess is in direct proportion to your ability to solve your own issues.SOLVING YOUR PROBLEMS AS THEY SURFACE

VISIONDATAPEOPLEYOURBUSINESSISSUESPROCESSTHE SECRET INGREDIENT IN BUSINESSOFTEN NEGLECTED More consistent Scalable Easier to manage More efficient More fun More profitable

nvironment of accountability & discipline solid executionTHE WEAKEST LINK

VISIONDATAPEOPLEAim for 100%UtopiaGoal is 80 %attainableYOURBUSINESSPROCESSISSUESTRACTIONMost organizations are operating at 20 – 40%.WHEN ALL 6 COMPONENTS ARE STRONGEVERYTHING FALLS INTO PLACE

So how do YOU get there?How do companies get to 80 % ?

VISION– 8 ONGetting the leadership team 100% on the same page.100 PAGE STRATEGIC PLANS?SIMPLER APPROACH, 8 QUESTIONS: THE VT/O

THE V/TO:Vision/Traction organizerCORE VALUES

WHAT ARE CORE VALUES?Guiding principals that define your culture. Guide business processes Clarify who we are Articulate what we stand for Help explain why we do business the way we do Guide us on how to teach Inform us on how to reward Guide us in making decisions Underpin the whole organization Require no external justificationCORE VALUES

CULTURE EATS STRATEGY FOR LUNCHThere are significant benefits that come froma vibrant and alive culture: Focus: Aligns the entire company towards achieving its vision,mission, and goals Motivation: Builds higher employee motivation and loyalty Connection: Builds team cohesiveness among the company’svarious departments and divisions Cohesion: Builds consistency and encourages coordination andcontrol within the company Spirit: Shapes employee behavior at work, enabling the organizationto be more efficient and aliveCULTURE

“Compromise anything but your core values.”Howard Schultz,CEO of StarbucksCORE VALUES

The EOS Model THE VISION/TRACTION ORGANIZER ORGANIZATION NAME:VISIONCORE VALUES1.2.3.4.5.CORE VALUESGuiding principals that defineyour cultureFuture Date:(Built To Last)Revenue:.Purpose/Cause/Passion:CORE FOCUS Measurables: They attract people to your organization Employees love being around each otherProcess to discover your3 – 7 core valuesTarget Market/“The List”:MARKETINGSTRATEGY Hire, fire, review, recognize,Profit:rewardWhat Does It Look Like?Our Niche:10 YEARTARGET 3 YEAR PICTUREThree Uniques:31Proven Process:Guarantee:1.2.3.

The EOS Model THE VISION/TRACTION ORGANIZER ORGANIZATION NAME:VISIONCORE VALUES1.2.3.4.5.Future Date:.Revenue:3 YEAR PICTUREPurpose/Cause/Passion:Profit:CORE FOCUSMeasurables:Mission statement, hedgehog concept,What Does It Look Like?voice, unique abilityCORE FOCUS Our Niche:100% on the same page with core focus10 YEARTARGET Focuses entire organizationAvoiding distractions – a filterTarget Market/“The List”:MARKETINGSTRATEGYThree Uniques:32Proven Process:Guarantee:1.2.3.

The EOS Model THE VISION/TRACTION ORGANIZER ORGANIZATION NAME:VISIONCORE VALUES1.2.3.4.5.Future Date:.Revenue:3 YEAR RE FOCUS What Does It Look Like?Our Niche:10 YEARTARGET 10-YEAR TARGETTarget Market/“The List”:MARKETINGSTRATEGYThree Uniques:33Proven Process:Guarantee:1.2.3.Big, wonderful, energizing goal5 to 30 yearsWhole organization will act differently

The EOS Model THE VISION/TRACTION ORGANIZER ORGANIZATION NAME:VISIONCORE VALUES1.2.3.4.5.Future Date:.Revenue:3 YEAR RE FOCUS What Does It Look Like?Our Niche:10 YEARTARGET MARKETINGSTRATEGYMARKETING STRATEGYStrategy before planTarget Market/“The List”:1) your audienceThree Uniques:2) what 3 things set you apart34Proven Process:Guarantee:1.2.3.3) your proven way – on 1 page4) what is your promiseMore customers – higher margins

The EOS Model THE VISION/TRACTION ORGANIZER ORGANIZATION NAME:VISIONCORE VALUES1.2.3.4.5.Not 50 pages - simplerFuture Date:.Clear and compellingRevenue:3-YEAR PICTURE3 YEAR RE FOCUS What Does It Look Like?Our Niche:10 YEARTARGET Target Market/“The List”:MARKETINGSTRATEGYThree Uniques:35Proven Process:Guarantee:1.2.3.

The EOS Model THE VISION/TRACTION ORGANIZER ORGANIZATION NAME:TRACTION1-YEAR PLAN1 YEAR PLANROCKSFuture date:Future date:Revenue:Revenue:ISSUES LISTBringing it down to the ground1.Whatmust get doneProfit:2.Profit:Measurables:Measurables:3 – 7 lead3.Goals for the YearRocks for the Quarterdominos – less is .

The EOS Model THE VISION/TRACTION ORGANIZER ORGANIZATION NAME:TRACTION1 YEAR PLANROCKSFuture date:Future surables:Goals for the YearRocks for the Quarter1.ROCKS7.4.3.7.4.8.5.9.6.1090 day world (human limits)37Who6.3 – 7 lead dominos – laser focus6.3.2.3.Maintains focus2.5.What must get done in 90 days5.1.1.2.4.ISSUES LIST7.

The EOS Model THE VISION/TRACTION ORGANIZER ORGANIZATION NAME:TRACTION1 YEAR PLANROCKSISSUES LISTISSUES LISTFuture date:Future date:Revenue:Revenue:Profit:Obstacles, barriers1.Profit:Open, honest2.Measurables:Measurables:On this listGoals for the YearRocks for the Quarter3.WhoHow to solve later4.1.1.2.2.6.3.3.7.4.4.8.5.5.9.6.6.107.387.5.

That’s our V/TOVISTION/TRACTION ORGANIZER

CORE VALUESYour filter to hire, fire, review,recognize, and rewardIt's important that departments and individuals aremotivated and measured against the way they modelthe values.If you want a values-driven culture, hire people usingthe values as a filter.USE YOUR CORE VALUES AS A FILTER

VISION– 8 Questions– Shared By ership team on the same page first, then the rest of the organization.EVERYONE ROWING IN ONE DIRECTION GETTING THERE FASTER

VISION– 8 Questions– Shared By AllDATAPEOPLE– Right People– Right SeatsYOURBUSINESSPROCESSISSUESTRACTIONCut through all the jargon: “A-players”, “superstars”, “winners”.MUST HAVE THE RIGHT PEOPLE IN THE RIGHT SEATS

VISION– 8 Questions– Shared By AllDATAPEOPLE– Right People– Right SeatsYOURBUSINESSPROCESSISSUESTRACTIONRIGHT PEOPLE POSSESS YOUR CORE VALUES

VISION– 8 Questions– Shared By AllDATAPEOPLE– Right People– Right SeatsYOURBUSINESSPROCESSISSUESTRACTIONSEAT MATCHES PERSON’S SKILL SET ONTHE ACCOUNTABILITY CHART

THE ACCOUNTABILITY CHARTGeneric structureONLY 5 MAJOR FUNCTIONSS/MOPSFSTEP 1 – DEFINING THE RIGHT STRUCTURE/SEATSWHAT ARE THE MAJOR FUNCTIONS OF YOUR BUSINESS?

THE ACCOUNTABILITY CHARTVIS/MOPSFTextbook leadership team structureSTEP 1 – DEFINING THE RIGHT STRUCTURE/SEATSWHAT ARE THE MAJOR FUNCTIONS OF YOUR BUSINESS

THE ACCOUNTABILITY CHART S/M VIOPS FSTEP 2 – CLARIFY ROLES & RESPONSIBILITIESFOR EVERY SEAT

THE ACCOUNTABILITY CHARTV NAMEI NAMES/M NAMEOPS NAMEF NAMEBuild teams for each major function.STEP 3 – D&E THE RIGHT PERSON INTO EACH SEATBASED UPON CORE VALUES ALIGNMENT & UNIQUE ABILITY

The People AnalyzerNameSally Jones /– /– /–John SmithGeorge Wilson /–

VISION– 8 Questions– Shared By AllPEOPLEDATA– Right People– Right Seats– ScorecardYOURBUSINESSPROCESSISSUESTRACTION5 – 15 KEY NUMBERSOBJECTIVELY TRACKING PROGRESS

The Scorecard13 WEEKS AT A GLANCEEVERYONE HAS A NUMBER

VISION– 8 Questions– Shared By AllDATAPEOPLE– Scorecard– Measurables– Right People– Right SeatsYOURBUSINESSPROCESSISSUESTRACTIONOPEN AND HONEST ENVIRONMENT

VISION– 8 Questions– Shared By AllDATAPEOPLE– Scorecard– Measurables– Right People– Right SeatsISSUES LIST YOURBUSINESSPROCESSISSUES– Issues ListTRACTIONOPEN AND HONEST ENVIRONMENT

VISION– 8 Questions– Shared By AllIdentifyDiscussSolveISSUES LIST 2 1 3 DATAPEOPLE– Scorecard– Measurables– Right People– Right SeatsYOURBUSINESSPROCESSISSUES– Issues List– IDSTRACTIONTHE ISSUES SOLVING TRACK

VISION– 8 Questions– Shared By AllDATAPEOPLE– Scorecard– Measurables– Right People– Right SeatsYOURBUSINESSISSUES– Issues List– IDSHRPROCESSMarketing– DocumentedSalesTRACTIONOps 1,2,3ACCTC/S6-10 CORE PROCESSESTHE 20/80 RULE -- YOUR WAY

VISION– 8 Questions– Shared By AllDATAPEOPLE– Scorecard– Measurables– Right People– Right SeatsYOURBUSINESSISSUES– Issues List– IDSTRACTIONHRPROCESSMarketing– Documented– FollowedBy AllSalesOps 1,2,3ACCTC/STHE RESULTS YOU WANT CONSISTENTLY

VISION– 8 Questions– Shared By AllDATAPEOPLE– Scorecard– Measurables– Right People– Right SeatsYOURBUSINESSPROCESSISSUES– Issues List– IDSTRACTION– Documented– FollowedBy All– RocksEVERYONE HAS A ROCKA 90-DAY WORLD

VISION– 8 Questions– Shared By AllDATAPEOPLE– Scorecard– Measurables– Right People– Right SeatsYOURBUSINESSPROCESSISSUES– Issues List– IDSTRACTION– Documented– FollowedBy All– Rocks– Meeting PulseCREATING A PULSE

THE LEVEL 10 MEETING Agenda:SegueScorecardRock reviewCustomer/employee headlinesTo-Do ListIDSConclude5 Minutes5 Minutes5 Minutes5 Minutes5 Minutes60 Minutes5 MinutesRecap To-Do ListCascading messagesRating (1-10)COMMUNICATION, DISCIPLINE & EXECUTION

VISION– 8 Questions– Shared By AllDATAPEOPLEAim for 100%Utopia– Scorecard– Measurables– Right People– Right SeatsYOURBUSINESSPROCESSISSUES– Issues List– IDSTRACTION– Documented– FollowedBy All– Rocks– MeetingsRESULT: A GREAT ORGANIZATIONGoal is 80 %Attainable