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Do you have a grip on your business, or does your business have a grip on you?
All entrepreneurs and business leaders face similar frustrations—personnel conflict, profit woes, and inadequate growth. Decisions never seem to get made, or, once made, fail to be properly implemented. But there is a solution. It’s not complicated or theoretical.The Entrepreneurial Operating System® is a practical method for achieving the business success you have always envisioned. More than 2,000 companies have discovered what EOS can do.
In Traction, you’ll learn the secrets of strengthening the six key components of your business. You’ll discover simple yet powerful ways to run your company that will give you and your leadership team more focus, more growth, and more enjoyment. Successful companies are applying Traction every day to run profitable, frustration-free businesses—and you can too.
For an illustrative, real-world lesson on how to apply Traction to your business, check out its companion book, Get A Grip.
- Sales Rank: #1329 in Books
- Color: _
- Published on: 2012-04-03
- Original language: English
- Number of items: 1
- Dimensions: 9.00" h x 6.00" w x .75" l, .85 pounds
- Binding: Paperback
- 246 pages
- Do you have a grip on your business
- or does your business have a grip on you?All entrepreneurs and business leaders face similar frustrations—personnel conflict
- profit woes
- and inadequate growth. Decisions never seem to get made
- or
Review
"Since implementing the entrepreneurial operating system outlined in [Traction], my company has been more productive than ever. . . . The book brings proven business best practices from the top thought leaders in business into one hands-on manual that you can apply today."
—Dan Moshe, founder and CEO of Tech Guru, for The Business Journals’ “The most important business books ever written”
"Implementing [Traction’s] structured approach at Avondale has had a tremendous impact on our leadership's productivity and has improved operations throughout the organization."
—Karl Stark and Bill Stewart, cofounders, Avondale
“The concepts and tools that have been masterfully captured in the pages of this book have provided some of the magic that has helped us grow our business 300 percent over the last five years. Don’t miss it!”
—Craig Erlich, CEO, pulse220
“The concepts in this book have changed my life! I’m now able to let go of the day to day, knowing I have developed a team that can efficiently handle the details. We have consistently grown every year for the last four years in a very tough market, while the competition has struggled.”
—Ronald A. Blank, President, The Franklin Companies
“Having coached and trained over 13,000 entrepreneurs, I know the challenges they face. This book is a must for any business owner and their management team. Traction provides a powerful, practical, and simple system for running your business.”
—Dan Sullivan, President and Founder, The Strategic Coach
“With the Traction tools in place, we now have faster growth, increased profitability and great people that we enjoy working with. Our growth rate has averaged over 20 percent per year. These results put us in a position to sell our company to a public company for above-normal multiples and reacquire the company after just a year and a half.”
—Rob Dube, President, Image One
“The Traction principles have helped me build a solid leadership team, crystallize our plan, and create the discipline to take the organization to the next level.”
—Sam Simon, President & CEO, Atlas Oil Company
“Traction is far and away the most potent and useful approach I’ve ever seen for running a successful company. The content is bulletproof! You have to read this book.”
—Vince Poscente, Bestselling author of The Age of Speed
“The concepts in this book have revolutionized our enterprise. We are highly profitable, adroit, flexible, and have a results-oriented culture. Working with Gino’s tools has made a meaningful difference in who we are today.”
—Albert M. Berriz, CEO, McKinley
“The tools are sensible, effective, and a must for any organization, entrepreneur, or leader. I personally use them within my national real estate valuation company and this year we grew 150 percent, after being in business for more than 14 years.”
—Darton Case, President, The Entrepreneurs’ Organization
“The concepts in Traction saved our company from mediocrity and propelled us to excellence. They have provided us with the tools to deal with any situation that might arise and better yet, to head off some situations at the pass. We now have all the right people in the right seats doing the right jobs.
—Rob Tamblyn, President, The Benefits Company
“By applying the Traction disciplines we have been able to grow revenue by 50 percent over the last three years and profit exponentially more.”
—Robert Schechter, C.L.U., Ch.F.C., Chairman, Schechter Wealth Strategies
“Traction is a must-read. What you will learn are the same tools that have enabled me to grow my business 100 percent over the last three years while staying balanced and having fun. This book will change your life.”
—Bernie Ronnisch, President, Ronnisch Construction Group
About the Author
Gino Wickman’s passion is helping people get what they want from their businesses. To fulfill that passion, Wickman created the Entrepreneurial Operating System (EOS)®, a holistic system that, when implemented in an organization, helps leaders run better businesses, get better control, have better life balance, and gain more traction; with the entire organization advancing together as a healthy, functional and cohesive team. Wickman spends most of his time as an EOS Implementer, working hands-on with the leadership teams of entrepreneurial companies to help them fully implement EOS in their organizations. He is the founder of EOS Worldwide, a growing organization of successful entrepreneurs from a variety of business backgrounds collaborating as certified EOS Implementers to help people throughout the world to experience all the organizational and personal benefits of implementing EOS. He also delivers workshops and keynote addresses.
Most helpful customer reviews
59 of 65 people found the following review helpful.
Applying Traction to small consulting business
By Saad Shah (Michigan)
I read Traction in April 2010 and started applying it to my consulting business. We are an information technology consulting firm, with 10 consultants (including me) working on around 5 projects at any given time. Applying the EOS has brought about a big change in the way I approach my business. Our situation is typical of other consulting firms: 99% of the energy in the firm is spent on serving our clients, so not much attention is paid to "working on the business."
Rather than write a review of the book, I think some readers might benefit from seeing the practical application of the EOS model described in the book:
I did the Organizational Checkup candidly and scored 53%. Here's the status of the other areas:
1. Vision: Complete. Has been reviewed and updated with the input of the team. The V/TO is a very useful tool.
2. People: In progress. The Get It / Want It / Capacity assessment has been completed (with the team). The right person/right seat is a challenge because currently one person is occupying most of the seats. The book has given us the framework for right person/right seat and we are determining how to apply it without asking our team to overcommit themselves.
3. Data: We've created our initial scorecard, and we jointly reviewed it in May and June. The next monthly review is in mid-July, and we will be adding more metrics. More info here on my blog post: [...]
4. Issues: We had an external consultant spend time with us in June to observe our operations and provide us a candid assessment. As a result, we've got a list of issues and recommendations. The implementation of the major items is not yet certain. We have to face the choice between focusing on client work versus working on the business. Some of the issues won't be addressed until I remove myself substantially from client work and act like a CEO.
5. Processes: We were already fairly strong in the processes that affect our clients (project delivery, proposals, estimating, recruiting etc.). Some of our internal processes are being improved as a result of having worked on the scorecard.
6. Traction: We're not there yet (as of early July 2010). We need to make the tough choices (and accompanying investment in the roles) before we can have proper accountability, communication and teamwork for executing our plan and achieving our goals. Our focus remains on doing innovative things for our clients, and I believe that's the right thing to do. It will not be practical to hire a new CEO. So, I will be stepping away from billable roles, and "working on the business instead of in the business."
Overall, I highly recommend this book to any business owner who wants a frank assessment of what's going well and what can be done better. This book is like a mirror. In our case, it is motivational and will help provide a better experience for our team members and clients.
54 of 60 people found the following review helpful.
Useful -- if wholly understood and implemented unilaterally
By Totoro
This is essentially a self-help book for business executives. While there are many useful items in here it is ultimately steered towards generating more consulting business for the author and his fellow consultants. Much of the the useful advice listed in here is already understood by most employees at the most basic of companies under different names. Having worked at companies that implemented the processes discussed in this book and the former front runner From Good to Great I have some advice for business executives to ensure success in getting traction:
1. Read the entire book and comprehend.
2. If you use the quote "getting the right people into the right seats on the bus" in meetings with specific people in mind it is you that are in the wrong seat, the bus has no driver, and the wheels rotted away long ago. It may also be a shorter bus than you want.
3. Do not pick and choose sections to implement that fit your agenda.
4. Your "rocks" should not consist of delegating ill-conceived rocks to lower level employees.
5. If there is systemic failures within your company that have gone addressed for any significant duration, they will likely remain in place after implementing the processes in this book. This book exists simply to help you feel better that you "did something", much like any self help book.
This book is very similar to From Good to Great and is in fact referenced in this book. From Good to Great was, in its time was lauded as the self-help book for business leaders. From Good to Great recommended 11 companies business models as the absolute pinnacle of success for everyone to hold in high esteem. These were to be the companies that shifted from being just good enough (level 4) to great (level 5). Three of the companies that were listed are clearly not great: Wells Fargo (TARP bailout), Fannie Mae, and Circuit City. Of the 8 remaining companies only one outperformed the S&P 500 average. Beware of a self help book which references another self help book that demonstrated bad advice.
30 of 32 people found the following review helpful.
A business strategy book for the small business owner. One of many that might prove helpful.
By Jeff Lippincott
I liked it. The book is well organized and does a nice job of expounding on its points. As I read it another book from 2007 came to mind: No Man's Land: What to Do When Your Company Is Too Big to Be Small but Too Small to Be Big. Both books are written for the small business owner who has gotten his company to a certain level, but things are not growing or moving forward. The book has an Intro and nine chapters as follows:
0. Introduction
1. The "Entrepreneurial Operating System"
2. Letting go of the vine
3. The vision component
4. The people component
5. The data component
6. The issues component
7. The process component
8. The traction component
9. Pulling it all together
The book basically is a discussion of a diagram the author calls the Entrepreneurial Operating System (EOS) which consists of six components discussed in chapters three through eight. As I say above, I found the organization of the book to be good. However, I did not find the organization of the EOS to be particularly sound. Not too long ago I read and reviewed Be Bodacious: Put Life in Your Leadership which I thought would have been better written if it had promoted the following leadership system: (1) Dream, (2) Strategize, (3) Take Action, & (4) Persist. The vision component in EOS is comparable to the dream component, and the traction component in EOS is comparable to the take action component. So, in my humble opinion, the EOS is missing two components at a minimum: (2) strategize & (4) persist.
I found the discussions regarding the issues component and the data component to be very well done. I also liked the discussions regarding people and process. However, I was wondering about three more components that seemed relevant to me, but were missing: business models, finance, and marketing. It is so much easier to strategize productively regarding your business if you dissect the business model it uses to exist. Financing considerations are always important when it comes to business, and it is naïve to talk about taking your company to a new level without considering finance in a big way, i.e., devote a chapter and a component to it. Lastly, a business without marketing will probably not last long as a business. So there should have been a chapter and component devoted to it, too.
The author claims in his Introduction that he is putting a new slant on strategic planning for the small business. I agree he certainly has created the EOS which I have never seen in print before. However, the underlying principles discussed in this book have been around for a long time. This book could be tagged as the following: business strategy, project management, problem solving, or leadership. And many books on these subjects have existed prior to 2007. See The Complete Idiot's Guide to Project Management, 3rd Edition, Bare Bones Project Management: What you can't not do, and Scrappy Project Management: The 12 Predictable and Avoidable Pitfalls Every Project Faces.
Other books that might be of interest to the reader are: Making Things Happen: Mastering Project Management (Theory in Practice), The Fast Forward MBA in Project Management (Portable Mba Series), Ultimate Breakthrough Planning: The Business Funnel Approach, Run Your Business Like a Fortune 100: 7 Principles for Boosting PROFITS, and Being Strategic: Plan for Success; Out-think Your Competitors; Stay Ahead of Change. 4 stars!
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