Traction: A fabulous resource for your business

I've gotten some emails asking why I'm not posting more on the site lately - the short answer? I've been really busy lately! As I mentioned in the past, I've recently taken on a new role in my company - running a new line of business. As part of this move, I've been building a new team and trying to establish new "habits" around the way we communicate, work, collaborate, etc.

As is often the case, some resources showed up at just the right time to help me (I love it when that happens). This time, it was in the form of Gino Wickman's book, "Traction: Get a Grip on your Business." This book is really designed for a someone running an entire business - not just a division like mine. However, the concepts can easily be adapted for a team, a department, or anything larger.

Even more intriguing to me: this book just showed up for me, but it's been out there for about 3 years. Apparently, there is a re-launch going on around this book - Providence, just in time for me.

Write your own EOS

Core to Traction is the 'EOS,' or Entrepreneurial Operating System - a set of practices, principles, and more - designed to help you establish and maintain clarity, accountability, and alignment within your business.

The book focuses on what I believe is the "trifecta" of a successful business:

• everyone is on the same page about what you're trying to achieve, how you plan to get there, and has the right metrics and indicators to track progress;
• everyone is crystal clear on their roles & responsibilities (and there is only one owner for everything);
• everyone agrees how they will work through issues, red flags, and obstacles encountered along the journey.

Wickman's content is crisp, actionable, and supported by a great tool set (the EOS Toolbox, available from the EOS Process web site for free). The book takes you through a lot of essential exercises, geared to help you establish the artifacts you need to align your business. This Toolbox makes the "hard work" of business a Hell of a lot easier. I'm not sure where Wickman got all of this content, but it's good stuff. While it intersects with lots of things I've read already from other authors, Wickman's approach smacks of real-world, tried & true process - not a bunch of theory.

One example is the notion of "Get the right people on the bus, and get people in the right seats," popularized by Jim Collins in his book "Good to Great." I've read this advice before, but have never been quite sure of how to really go about making sure that was happening. Wickman provides a set of tools and techniques to figure this out pretty quickly - using a simple "plus / minus" analysis of people's suitability to their roles. The book provides an example of this evaluation, and a worksheet is available on the EOS Process site.

Leadership Abilities - they're not just for the leader any more

One thing I think you'll like is "The Five Leadership Abilities" in this book:

1. Your ability to simplify.
2. Your ability to delegate & elevate.
3. Your ability to predict.
4. Your ability to systemize.
5. Your ability to structure.

Each of these five areas is addressed as you progress through the book, and you'll get better at every one of them if you use the methodology in the book.

I really like the way all of the techniques drive toward focus and alignment - for example, pushing to get you down to a small number of metrics you focus on to run your business, making sure everyone is focused on "one number" for their job, driving toward small objectives that move toward bigger goals, etc.

The side benefit of this process is that you end up spreading leadership throughout the team - each person gets to own some part of the business, and act as a leader within that area. This is key for scalability, engagement, and keeping people challenged as the business changes. I've worked in environments where I never felt a sense of ownership or empowerment, and I want to try to prevent that within my team.

Test your business - and see if you need Traction

This book is a quick read, but it is jam packed with content, and each aspect of the EOS is a significant project. If I were to detail every bit of the book here, this would probably be the longest post I've ever done. To boil it down: I recommend this book to leaders (and aspiring leaders) without reservation.

If you want to quickly find out whether Traction would benefit your business, why not take an organizational assessment today? It's free, and only takes a few minutes. Then, if you find out you should be better than you are, pick up your own copy of Traction and get to work.

By the way, if you aren't convinced but want a taste of Wickman's work, there is a free ebook called "Decide! The One Common Denominator of All Great Leaders" that you might enjoy.

Books, Leadership, management

Master Your Work Day - Now!

I've just finished reading Michael Linenberger's book "Master Your Work Day Now!" You may recall I've reviewed Michael's previous book, "Total Workday Control Using Microsoft Outlook," (TWC) here in the past. You'll also recall that I'm a big fan of his views on productivity and focus, as well as the framework he's created to achieve both. His methods are very consistent with David Allen's "Getting Things Done," but he definitely has his own (pragmatic) spin on the techniques, plus some changes that may make the methods easier to implement.

This book was timely, at least for me. I loved Michael's last book, which focuses on using Microsoft Outlook as a productivity hub; however, I am using a Mac for most of my work these days which means I use Entourage which is very different from Outlook. The result? My old tools, tips, and tricks have to be adapted to a new platform. This book works well for that, since it is system-agnostic. In fact, the basics of the system Michael takes you through are demonstrated using a couple of sheets of paper (yes, ye olde paper).

At first I was wondering whether this was just a rehash of Michael's last book. Verdict? It's not. While I recognized a lot of the core concepts that carried forward from TWC, but this is by no means a re-hash of the previous material.

Layers of work

There is a hierarchy in Michael's view of the world from most "important" to most "optional" -

• Critical Now: Must do today
• Target Now (would like to do today)
• Significant Outcomes (SOCs): Achieve or make progress toward, within this week
  
• Opportunity Now (start this week or next; review daily)
  
• Over the Horizon
  • Review Weekly
  • Review Monthly
  • Review Every 3 Months
  • Review Every 6 Months
  • Review Every 12 Months

My favorite new concept here is the "Significant Outcome," or "SOC." A SOC is used to keep your attention on a "milestone" toward a goal - you can think of it as a way of identifying something as "I want to make progress on this area this week" - it's not a specific task, just a specific zone of activity you want to move forward in a given week. This is a good reminder so you can move things ahead when you have a few moments here and there.

To make this easier to jump into, Michael also provides a great set of free resources on the Master Your Workday Now! web site. These resources include a workbook, some Word and Mind Manager templates, and other resources to help you apply the techniques in the book (you can sign up now, just by providing your email address - which isn't shared with any other organizations).

The bigger picture

One other thing I loved in this book was the section (and the tools) that deals with how to create a Vision, Goals, etc. These are not new concepts to me, of course, but I never can seem to write goals or visions that feel "right" to me. Finally, from this book, I have found a process I can actually use.

As a visual person, the many examples in Michael's book really helped me "get" the concepts faster - in addition to the mindmaps he shares, there are examples of goals, projects, filled-in templates, and other visual artifacts.

The book also guides you through very specific steps to connect your actions to your goals & aspirations, and take specific steps to "activate" your goals so they are more likely to stick.

In summary, I was expecting this book to be more of the same with regard to productivity, email management, "Getting Things Done"-like techniques, etc. I found it to be way more than that, and recommend it to anyone looking to use their time more effectively and more meaningfully.

If you read Master Your Workday Now! I'd love to hear what you think.

book reviews, Books, gtd, Personal Productivity, productivity, Productivity

If you aren't in the game, you'll never win

A friend of mine shared a video with me on "famous failures" (see below, or click this link).  As many of us move into setting goals for 2010, I found it to be very inspiring.

Some things to think about for this year:

• How are you allowing others to limit you or keep you from achieving great things?
• What risks can you take that would tap into your passion and strengths?
• Are you being ambitious or persistent enough?
• Who can coach or mentor you to help you bring out your best?
• What things are you doing now that feel like a waste of your time and talents, and how can you stop doing them?

Happy new year!  And make sure you are in the game in 2010.

Nail it or fail it?

"A small thing you nail can be better than a big thing you fail."
-- James B. Johnson

I was in a meeting the other day and we were discussing some objectives for a new team that is forming, and Jim (my CEO) said the line above.  He has been quite effective in getting our company to increase our success in both large and small things, so I tend to listen to what he says.  As many of us begin to make plans and set lofty goals for 2010 (personally and professionally) I thought this quote was worth sharing.

The balance can be tricky - I know of many times when I have set some seemingly impossible goals, only to one day discover I've achieved them.  But I can think of many more lofty goals that I never got done.

Making the impossible happen

So what's the difference?  I'd say the successful "impossible goals" that were accomplished in spite of their 'impossibleness' had a few things in common:

• Heartfelt commitment.  Each of the impossible goals that got done was something I deliberately committed to, far beyond just lip service and platitudes.
• Sustained passion.  These goals also tended to be things I could not only get excited about, but I could stay passionate about.
• Engaged others.  I think this is linked to the sustained passion - I am good at evangelizing the things I'm passionate about, and that's when I recruit others to my cause.
• Clarity of desired outcome.  This is not always what it seems - these outcomes are specific, but not in a checklist sort of way.  For me, the best outcomes are framed in terms of what it will feel and 'be' like when we are successful.
• A good idea of how to get there.  It's kind of like David Allen talks about in his "Getting Things Done" model - you won't be successful until you can see yourself doing it.  That doesn't mean you have all the answers, but it does mean you have a good idea of some of the things you need to do to get the answers.

Get your wins along the way

The interesting aspect of Jim's quote above is that you need to feel like you can win.  The art here is to set at least some goals that are challenging, but that have a high probability of getting done.  If you never win, you never feel like a winner, and you can create an unhealthy dynamic within your team.

I've seen lots of sports teams where it took one good win to turn the tide from a losing record to a winning one - there is something very powerful in the psychology of even a small win.

This is true at many levels:

• As managers, part of our job is to help our teams feel challenged, but to have enough wins along the way that they feel like winners. 
• As team members, we need to hold our teams accountable to blending the possible with the impossible.
• As parents, we need to help our kids learn to set goals that stretch them but allow them to taste success on a regular basis.
• As individuals, we need to set our own goals with the same philosophy. 

It's a delicate - but very important - balance.

How do you approach this challenge?  Any best practices (or hard-won lessons) to share?

Change Things Up To Get Better

A lot of the fitness articles I read talk about the importance of varying your routine to accelerate your improvements in workouts.  The premise is that if you do the same exercises all the time and use the same amounts of weight, your body gets used to the routine and becomes more efficient.  What that means is that you get less benefit out of the same amount of effort.

I think that concept can apply to other parts of life, to some degree.  If you keep doing the same thing week in & week out, the routine can get  a bit dull, and you don't improve your skills as much as when things were new and challenging.

So, what kinds of things can you do to change up your routine and make it challenging again?  Here are some ideas (a mix of personal and professional kinds of things):

• Read a different kind of book to make your mind think about new things.
  If you usually read fiction, read some non-fiction.  If you usually read management books, read some fantasy.  If you usually read self-help books, try reading a few biographies instead. 
• Take on a new project in an unfamiliar area.
  Sometimes, nothing helps get your juices going like working on something unfamiliar.  Ask to be involved in (or even lead) a project in a new area.
• Swap the cerebral for the physical.
  If you normally spend most of your time in front of your computer, how about starting a project or activity that requires you to get out and do something physical? It could be sports-related, or it could be carpentry, or even just cleaning out your garage.  Get moving!
• Put yourself out there.
  Volunteer to teach something - even holding a brown bag lunch on a topic you know can be challenging fun.  Start presenting - either at work or in a group like Toastmasters.  Or, do a video blog or something you've never done before online.

And there are, of course, lots of other possibilities. 

So, what do you think?  Does this ring true for you?  What have you done to mix things up in your life that you'd recommend to others?