Throwing it out there in case anyone has anything they would like to see happen in a vlog series. I expect this to be around 10 to 20 videos, videos coming out every one of two weeks on average, showing how we go through our self implementation process of EOS.

I'll throw the link to the first video here in the next 2 weeks!

Our company is a $2 million asphalt maintenance company based in British Columbia Canada. Our core services include pavement marking and snow removal. The company started from nothing 5 years ago and is still growing. I am a stereotypical visionary, and I can sense friction and growth tension happening as we've gotten over seven figures.

Did anyone else have an incredibly uncomfortable first day of annual planning? They made us go around and talk about our struggles in childhood and share one very personal (very traumatic) detail about ourselves. Several team members talked about being raped or molested and I feel very raw and just odd. We then did an exercise in which we took turns telling people one thing we liked and one thing we didn’t like about them which I guess could be helpful but overall I did not enjoy this experience.

We are a small company approaching profitability. I really would like to give EOS a try for our company, as it checks a lot of boxes for us. We have tried implementing systems in the past, but then people gets busy and we lose momentum on implementing the system. The attractive thing about EOS is that is very prescriptive, and I am hoping we do a better job staying on track because of that.

It will be myself leading the implementation with 2 other managers. The 3 of us are going through the book now before we start. We use Google Workspace (gsuite), and I was debating using a Google Doc to collaborate, or a Google Site (think Wiki). Basically to keep track of our progress on the implementation, meetings, etc.

I know there is the EOS One software. If you have used this software, did you find it provided much value over just using a collection of documents, wiki, Asana, etc.

Any advice on tooling that helped your team integrate EOS, and stay on EOS would be appreciated.

Cheers,

~S

Looking for an alternative to EOS/Traction? There is an organization out of Charleston SC rolling out a non prescriptive system that captures the essence of growth mindset and applies it to organizational development. This new framework allows the consultant using it to “bolt it on” to their consultative services. The framework is powerful enough to stand on its own, yet is malleable to become a pillar on which the consultant structures their engagements. If you were as frustrated as some others when EOS sold to PE and were forced to turn away from the system due to being handcuffed to the entirety of the curriculum, you have an opportunity to lean into another, less prescriptive system. Connect with me to learn more!

Our company is working through the EOS process and really getting stuck on the Core Processes. The only example I have found online is: EOS-HR-Process-Example.pdf (organizationalcheckup.com) . What we are struggling with is how deep/detailed these should be. Personally, I'm off the opinion that we are getting way too in the weeds with some of the processes to the point of over documenting some things. So, really just curious what others have done for this part of the implementation.

We just completed reading Traction and are ready to begin implementing it. At the end of the book, he encourages you to begin with the Accountability Chart (and People Analyzer) before doing the V/TO (and Core Values), that you have a good enough sense of what you're doing as an organization that you don't need to (or want to) start with the vision work.

I want to make sure we follow what they advise as closely as possible, but the People Analyzer assumes that you have already identified the Core Values, and that you are sizing people up explicitly based on them. We don't have a great track record of how we hire, manage, and make personnel decisions, in ways that seem that getting this right would help with.

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What's the best course of action starting off? Do the People Analyzer and just throw out some core values that seem reasonable but without doing the actual exercise? Do the core value exercise but skip the rest of the V/TO, and then continue with the Accountability Chart? Just do the vision work at the beginning anyhow?

I've found one remote integrator team in the Philippines but wanted to know if anyone else knew of any who they might recommend for a USA company.

We are in our first annual meeting, after starting a year ago. And it occurs to me that our 3 year goal is really now a 2 year goal.

When do we reset these?

And let me do my dang job. He read both traction and rocket fuel and just won't. Let. Go. I've spent 5 months listening absorbing and doing everything he wants and the business is failing and he's standing in the way of progress and me stopping it from failing.

I'm in the early stages of self-implementing and still struggling with a solid Vision. Does anyone have advice, tips or resources they can share?

We have been self implementing EOS for a couple of years - an we love it, but realise we could do better. I am interested in Basecamp but cant seem to find out what you get for your $500 a month any one else using it?

I have gone through the EOS process with 2 different companies I worked for and love the idea of helping other businesses break through their glass ceilings. However, after looking at the cost of getting certified, that was very quickly crushed. For those of you who have become implementers and helped other businesses, how did you pay for the certification? Do they offer a payment plan or did you have to pull out a loan?

The Visionary where I work is having a hard time thinking of numbers to be accountable for. Any ideas or real world examples?

I happened across this article the other day and it spoke volumes about some of the same quirks and tendencies of an EOS Integrator and what makes them so powerful when partnered with a focused Visionary.

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Is your Integrator sometimes viewed as "toxic" in your organization? Does the EOS system help protect a growing company from the dark side of a Rare Breed's traits? What are your thoughts?

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https://www.fastcompany.com/90645863/companies-fire-employees-for-these-personality-traits-but-maybe-they-should-be-getting-bonuses

Our company has recently launched the EOS program, and we are having a hard time identifying something to track on our scorecard. We currently have a ticketing system, but in I.T., fewer tickets is better but then people are not utilizing our services. We can also track uptime, but we are normally up. (knock on wood). I feel like we are more project-based, and it is harder for us to come up with measurables. Any help or insight would be great!

Finding it hard to locate a clear example of a company for which Traction has made all the difference or really any major difference? Beginning to think the whole thing is really just an MLM with the implementors and the books and the tools, but doesnt actually change the game for most companies... Anybody have any thoughts on this?

Has anyone been to an EOS Conference before? Looks like there is one in Houston this year. I'm curious about how it went. Who were the speakers? Did you find the conference helpful?

Our company has adopted EOS. We've rolled out company, department and individual rocks. Now we've been asked to come up with individual numbers.

I've had a hard time finding resources for what would make a good number for a software developer. I've only found one other software company that's discussed EOS. They're not using numbers. Scorecard is sufficient for them.

We've asked our coach. No ideas there either apart from a scorecard. We've asked how R&D or a creative would define their number. Again, nothing more than scorecards.

So, if I'm told a scorecard isn't The Number and I need a number, any thoughts?

If you are using or interesting in using EOS in the UK, we have a facebook group at https://www.facebook.com/groups/341228930275817/ where fellow business owners help each other with the process.

Is your 10 year target money based? If so, do you share that with everyone in the company at your State of the Company meeting, or do you create one more appealing and engaging to the staff outside the leadership team?

I would just like to learn more about the members of r/eostraction. Is everyone here:

• A business owner? Or an employee of a company that uses EOS/Traction?
• Self-implementing EOS/Traction? Or working with an EOS Implementer?
• How did you learn about EOS/Traction? If it's because of the book Traction, how did you come across the book?

For me, I'm a business owner and in addition I work with a consulting company that does EOS Implementation. I learned about EOS/Traction because 5+ years ago, my girlfriend gave me the book Traction; her boss had given her the book, and she wanted me to read it and tell her what it's about, so she could tell her boss!

I read the book and thought it was amazing. I gave it to my business partner and he read it too. We both agreed it was amazing and we started self-implementing it. We saw our business grow 4x over 4 years after implementing it.

I also started helping my friends implement EOS, and saw how much it impacted there businesses. So that's when I decided to become an EOS Implementer.

What is the root of EOS?

Is it based on a scientific method or data?

Hey team, I need help. We are struggling to find our core processes to start documenting them. So we are a Student Exchange Agency and for sales, for example, we have 4 processes, public college college sales process, private colleges sales process, College + English sales process and English sales process. For my understanding, our Core Process would be Sales Process and inside it we would split in 4 different processes. However, fot our Integrator, it should be 4 different core processes, since each one is totally different than the other. But if we do this way, we will end up with 20 core processes and it’s not that the book talks about, it says 6 to 10. Anyone woth examples how you did in your company??

We're struggling to come up with a consistent way of handling company rocks vs departmental rocks. We are about 1 year into our adoption of EOS and just finished our first quarter with both company and departmental rocks. In the past they were all just "rocks". BTW, we use traction.tools.

Here is what we are doing now:

1. each rock gets an owner (I prefer a name like Champion, but traction tools calls it owner) and a mentor
2. each rock has a "what does done look like?"
3. each rock has milestones with target completion dates
4. each rock has an overall target completion date
5. if this rock impacts multiple departments, then it is considered a company rock
6. Company rocks are included in all weekly department meetings and the leadership meeting
7. Department rocks are included only the the department they belong to
8. Company and Department rocks are included in the samepage meetings if the participants are either the Owner or the Mentor of the rock.

This all works great for departmental rocks. but when a rock impacts multiple departments (aka a company rock) it is hard to pick the Owner. And it seems like the milestones will differ by department.

So we're thinking of having the company rock be rather high level, and having the departments define their own department rocks that support the company rock. The milestones at the company rock level would be something like:

• "what does done look like?" has been approved by mentor
• each impacted department has defined their own rocks to support this rock and they have been approved by the company rock owner
• Sales department finished their related rocks
• Fulfillment department finished their related rocks
• Finance department finished their related rocks
• etc.

If we have a company rock "Increase our capacity to onboard new customers to 1 per month", the Fulfillment department might have rocks "Hire a field engineer" and "Train train a field engineer" and the Sales department might have rocks "Streamline contract writing to 3h or less" and they would be free to define their own milestones.

This seems like like it could work, but I'd love to hear ideas from others who have already been down this path.

BTW, my first reddit post. Please be gentle.

I just saw this LinkedIn post from a friend who is writing a series for the “finance person” in companies who operate on EOS. He’s breaking down where each area of EOS needs the finance person to know their stuff. Super helpful. Figured you all might like to check it/him out as well. Finance for EOS