Traction: Get a Grip on Your Business

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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.

Structure – “defining and organizing the “seats” or positions in your organization to reduce complexity and increase clarity, communication, and accountability. I think there's a lot that anyone could take from this book, but it requires you to be discerning about which things simply don't apply to your company (and there's a lot - I'd say 50% for me). The good parts are great. The others are too formal, too jargony, and too prescriptive. 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. Step 3: From the list in step 2, decide which three to seven values define your company. Examples are: service, results, cutting-edge knowledge, passion for the brand, being action-oriented.

PDF Summary Chapter 6: Resolving Issues

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. Then, you can use the People Analyzer tool to evaluate individuals to the extent that they embody your company’s Core Values: 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. The second component of the EOS™ is people. There are two steps to managing people in your business: 1) hiring the right people, and 2) putting people in the right positions. The tools and practices introduced in this chapter help you do both.

Unique Ability – an employee’s characteristics, values, and strongest skills that maximize their effectiveness and worth to the company The Right Seat provides the roles and responsibilities that allow each employee to seek improvement, feel energized, and operate within their Unique Ability: C: Are Capable of doing it: Being capable means having the intellectual, physical, and emotional capacity to do the job. For instance, a position may require more than 40 hours a week, which not everyone will want to commit to, or it requires certain knowledge or interpersonal skills. 3) Data Gino has personally delivered more than 1,900 full-day sessions for more than 135 companies, helping them implement EOS. He is also the author of the award-winning, best-selling book Traction: Get a Grip on Your Business, which has sold over 1 million copies, as well as five other books in the Traction Library that have sold almost 2 million copies.Weekly Leadership Team Issues List: These high-level company-wide issues have to be dealt with more immediately and can be resolved during weekly leadership meetings. Accountability Chart (along with the People Analyzer and GWC): Create your Accountability Chart first because it goes to the root of most issues. Determine the right structure, then put the right people in the right positions. With this tool in place, the other tools are more effective.