C (2:28)

That would be get feedback and questions from the experts involved.

B (2:37)

That is right. And so an operating system where they plug in and get feedback from the people that are doing the deal. Right, right. Doing the dang deal. I think that's great. So most visionaries don't live by an operating system, which is crazy. You know, like these little phones in our hands, man, they. They've got an operating system. Look how pretty my bride looks. I was on her 50th birthday. Taran Turner. It was a Taylor Swift kind of birthday. Anyway, so these little phones in our hands, they have iOS, right? If you're an Apple user, it's iOS, and they drive you crazy because iOS has all kinds of updates all the time. And I'm like, hey, stop updating my stuff. Right? But they do have an operating system that they operate from, but most businesses, they. They don't. Most businesses, it's come up from a solopreneur that grew too big to manage it by himself anymore. So he started grabbing all of his neighbors, brothers, cousins, friends, people that he trusted, she trusted, brought them into their business because they were like, I'm freaking gonna lose my mind. The people around them are like, we want to help you. Right? They're not start. They're not quick starts like them. They're more like just like cool, calm, collective, let's just pound this thing out. And so that's the ones that they, as visionaries, drop Drew in right now that he's got a team, she's got a team of people. But the danger is the visionary is not going to be the good one to be able to supply an operating system, because visionary lives, people on the team are not going to be able to bear. And so we have found that there's a great tool out there from a book called Traction by Gino Wickman, and that is Taryn. What's it called? Eos Traction. I just leave Terry. I'm just leaving out there to hang. I'm like, hey, let me give you a bunch of questions, not tell you what I want you to say for the answers. Let's see if you can get it. Eos Entrepreneurs operating system. It's like iOS, but it's EOS. Taren, what do you like about Eos and traction.

C (4:27)

Wow. Such a big question. I like how easy it is. Well, not easy. I mean, I guess easy, simple. Simple is a better word. How simple it is to kick off anywhere.

B (4:43)

We've ever tried all different kinds of crazy businesses, right? Like what do you, what do you have? Like an office cleaning business. Awesome. That works there. What do you have, a brewery business? Yep, it works there. What do you have an online education platform that you want to roll out and you've got new ideas all the time. Just need someplace to help control it. Awesome. It works great for visionaries of online e commerce selling like all different kinds of things. You have an attorney, law practice. Awesome. It works great there too. I think that the greatest thing about EOS is we're not selling a piece of software. I'm not going to drop an affiliate code. Like, you don't have to worry about me making some kind of pitch right here. We're just talking about an operating system for your people, which is how do we triage pain? I really feel like if you had to shake it down to one, maybe it's two things. How do we triage pain and how do I hold people accountable. Right. Because usually the way a visionary triage is pain is he or she just pounds it. Like they just pound it down. Like they make sure that things get done that are supposed to get done, but usually it's only the urgent ones. Right. And then they forget that they asked about those things a week or two or three down the road. And so then they really don't realize it again until that brings up another source of pain for them. And they're like, wait a minute, I thought we solved this last time. But we didn't have any accountability in place. EOS is a great system that drives everything from a once a week meeting, that is not the visionary showing up just to preach at them. It's a very set way of doing a weekly meeting that allows us to like quell the chaos and encourage accountability things.

C (6:13)

I love quelling the chaos, right? Yeah, that's my favorite part. Yeah, I mean it's such a great way to. We talk about this. We go, we talk about this all the time. You should know how serious we are about this type of stuff because we have just been praising it for a long time. But it's just a great system that covers what you need to cover. It's all there. Whatever you need, run through the system,

B (6:48)

show up every week, just do the dang deal. Now, visionaries, I will say this, and you know this is true. About you. So don't try and fight it. Right now. You suck at consistency. You're not very consistent, right? Like you, you're great at new ideas. You're great at bringing something amazing to the market. You're great at selling things. You're great at marketing it to get it to sell. Like, you're brilliant at that stuff. What you're not great at is showing up every single week and just putting in the same work every single time. When you show up a meeting, and I would encourage you visionaries, you should not be leading your weekly meeting. I don't think that's a good spot for you because if you're not careful, you try and fill up the void with your voice. But the downside of that is, is you're not very good at keeping track of all the details. So then you're tempted to just preach at your people. And usually when you preach at your people, you're frustrated, right? Like it's something that you're frustrated that they're not doing instead of, no, no, no. That's the worst energy you could bring to your team every single week. Like, let somebody else lead your weekly meeting and let them follow a certain cadence, a cadence that you trust, a cadence that holds people accountable. A cadence that is very metric. Let's look at numbers. That's not just that people go off on story time, that they're going to tell us some stories. Very, very budgeted amounts of time that we're going to look at numbers. We're going to look at the big picture. Like, how are we heading towards our annual goal? By looking at quarterly goals. Quarterly rocks is what they're called. How are we going to look at how the customer is receiving us, how the team is doing? How are we then going to look at how we did with last week's to dos that we all said we were going to get done? And then how are we going to triage pain, which EOS would call issues? Every week you're expecting your people to show up for that meeting, dropping the things that are coming up throughout the week that you need to discuss and get good answers on so we can solve that by week's meeting? I think it's for us, we've rolled it out so many iterations now. I think we're into. I think we're into like 3,000 iterations or something crazy of EOS level tens that we've led for people and led for all different kinds of teams. Dozens and dozens and dozens of teams, all different kinds of businesses. Multiple kinds of verticals. But what we've seen is just really where you need is someplace to capture the things that need to be discussed. A way that everybody can hear who's been assigned those things that have been discussed for the solving. And then next we come back and say did you get it done? No, not it's a yes or no question. Did you get it?

C (9:06)

You know, no, I like story time. Did you get it done? What's the story?

B (9:11)

Oh man, that's the word. Because on, on the eos. So we, we provide free templates. We've. I do a whole training on this. So if you're interested in this at all just go to rocks.opsexpertsacademy.com Rocks R O C K S.Opsexpertsacademy.Com I give you like a half hour walking you through exactly how these meetings work. I give you all of our sheets for free. This is stuff that I just give this, these are just tools I want you to succeed with. But man, I'll tell you what, like in my mind this is the golden ticket. This is like the silver lined parachute. This is where if you're feeling overwhelmed in your business all the time, we insist on taren. When we come into businesses this is what we roll out for people. We're like hey, I know you say you need our help with this. I know maybe you have, you're having a problem with your technology, you know, your CRMs, your automations, all the things we do around tech at the Colab team. I know you feel like your problem maybe is customer support. That's another thing we do a lot of. I know your problem is roles and responsibilities. You don't just don't know how the people are using their time. Or maybe your problem is like a finance based duty or a sales based duties. We call those the foundations that scale. Those are all things Colab team does. But what we say to every single customer coming in is yeah, but are you doing a weekly meeting? Most of the time I'd say 85% of the time we hear from people they're doing some kind of weekly meeting but it's kind of chaotic. They're not really sure it's the best form. And we're like hey, why don't you just let us take that over? Why don't you just let us take that over for a few weeks and reroll out a new operating system for your people to show them exactly where to capture each one of the things they're going through. It's going to save you so much time, it's going to bang down slack attack. Right. Whatever you're using for your instant message, let's bang down the noise. Let's create space for people with they can really focus on deep work on their jobs. You can get all of those things by just a one hour a week meeting done the right way.

C (11:03)

Yeah. And it's really important who you have controlling that as well because we've rolled things out to people and left and nobody's continued it because it turns out nobody in the company is the type of person that can do that type of follow up, that can stick to consistency, that type of person that loves it. When you suggest migrating into a project management tool, you're going to end up with a lot of squirrels, a lot of people who are also just chasing around and not very organized. So you do need to find somebody who's going to be the one person that's going to keep us organized and make sure they know that's their job and everybody else knows that's their job because they need to be reaching out to people, to making sure things get done. They need to be updating project plans, putting things into Asana, whatever you use. They need to be, you know, updating the weekly meeting every week.

B (11:55)

Because you as a visionary love seeing dashboards, right? You don't like getting into all the details, you don't want to hear about all the stuff. You just want to know, are people getting done what we said they were going to get done? And really what that comes down to is, is my money being used wisely, Right. I don't want to keep spending money and feel like my business is not doing well, is not operating healthy. I don't want to feel stressed every time I step away from the wheel. I want to just trust. No, no, whoever's, they're taking us down the path that we all decided on. The beauty about EOS from my perspective is it solves all those itches. Because here's the thing is if you don't have somebody like what Taren's describing, where they're just going to be consistently holding everybody to the framework, right? There needs to be a framework. Number one, we would suggest EOS level 10 meetings. There's a whole toolkit, a whole toolbox, you can look it up. EOS has all these tools out there for free. Go use their tools. If you want a trainer. There are people out there that will train you on eos. We're not implementers. They've got great people that will come and implement EOS for you. I think where we fit is we would be what EOS would call a fractional integrator. We're somebody that will come in and like an ops manager, a director of ops, but we just do it fractionally, right? We do it, we source, we come in and we step in for a limited amount of time to help you frame everything up. We give you hours of our team's time to frame everything up tight, create solid sop, standard operating procedures, and then commit that somebody. If you don't have somebody on your team like that, we'll help you recruit for that. You know what I mean? But you need to have somebody on your team, whether it's us. I'm not trying to sell us. Whether it's us or you find somebody that is good at ops, you need somebody that's probably exactly the opposite of you. Visionary. The EOS in EOS language, that would be an integrator. Somebody that's exactly opposite of you, that can hold people accountable. Because it's not just the weekly meeting. Taran US has a great system for quarterly evals. Most businesses, I found, they're not doing them. They're not doing an evaluation on a quarterly basis. Maybe they do it once a year, but even once a year, it's kind of like an afterthought or it's some convoluted way of determining are we going to give them more pay or not. Everybody just wants to know that they're doing their jobs right, which leads to job descriptions. Like, people don't have job descriptions. How do we know if they're doing their job right? Do they have KPIs, key performance indicators that are tied to their job descriptions that we're holding them to on a quarterly eval? That's the magic. And all of those things come out of eos, something free and available. And if you want help rolling it out, we'd love to help you roll that out, but at the same time, go check it out. Rocks.opsexpertsacademy.com free. Check it out, start putting it into place. But I will say nobody likes story time. Nobody likes it. Right. They may be okay with the first five minutes of the show, story time, but if people want to get jobs done and they don't want to get yelled at and berated, they need to know what the jobs are they should be doing and need to be held accountable to it.

C (14:37)

Yeah, absolutely. You know, and that's. I love the accountability feature. Everybody's got the agenda what's going on? What do you have to do by next week? And you better get it done. And my favorite part, whenever I've rolled this out with companies is people who don't get stuff done quickly become noticed.

B (14:57)

Yep.

C (14:58)

And quickly become weeded out. Not without doing anything else. You're not scheduling one on ones, you're not micromanaging. You're just seeing every week they come back with excuses on why they didn't get stuff done.

B (15:12)

Yep. And it screams, oh my gosh, does it scream? It screams. And nobody has to be a bad guy. Nobody has to be like, why didn't you get your stuff done? It's just like, no, no, no. We assign this out. Is it done or is it not done? And you just watch, like the people pull away. Like the, the people that are good at getting stuff done will pull away. And the ones who are not willing to will stay stalled. And you notice that stall, it's like that broken down car that's on the side of the freeway that's been there every time you've driven by it for the last week or two. Like that's how you can see it stalled. The person is just not making progress. And maybe they were good at storytelling before they had a good reason. They're likable. Maybe they really won you over. You like hearing them talk. You know, usually they're sales guys, right. They've got some good thing that they tell you about. They get everybody laughing, everybody. But when it shows up of like, but who's getting stuff done? You just watch that person stall out because they're not doing stuff. And bottom line is you can have friends with whoever you want to have friends with. Right? But don't pay somebody that's not getting something done. Like, don't pay somebody that's always got a story, always got a reason, always got something, some excuse for why they aren't getting the stuff done the way other people are getting it done. This is a business. And the way you keep it profitable is by keeping it efficient, keeping it lean and mean. And if you're not holding people accountable to what they said they're going to do, if you're not giving them numbers that they can track, that are public for everybody to see, then you're creating pain for yourself. You're creating chaos in your organization. And really you're allowing your people to see you not be a good leader, to stand up and say, no, no, this is the goal, this is what you're accountable to. How are you doing with it? In a public setting. And it doesn't mean you have to berate them. Just let the chips fall where they're going to fall. And usually, Darren, my experience has been those people actually start to self select and exit themselves because they start feeling so much pressure. They don't like the pressure. And so they start, they eventually talk themselves into leaving.

C (17:06)

Yeah, I like it when that happens.

B (17:08)

Not the best, right? Because nobody likes all the ugly conversations and all. Like, I'm going to put you on a performance plan and we're going to talk about this for the next month. I'm going to meet you every single week and tell you how bad you're doing. No, no, just, just give them some numbers that they're responsible for, give them some quarterly goals that they're helping you lift the entire company to get to the annual goal with and see how they do, you know, because if they're not able showing up to put numbers up on the board, if they're not able to show up and get the things done that we all agreed was the thing that needed to get done and we all agreed last week you were the guy to get it done and you're, you're not getting it done week over week. It makes it really, really clear now this person isn't a good fit. So accountability metrics, weekly consistency. I really think that's the magic of Eos. What else? Have we left anything out, Taryn, when it comes to Eos or things that we think is a benefit to the program?

C (18:08)

Well, I mean, I did a lot about eos. I love, you know, delegate and elevate. It's my favorite, you know, just diving into processes.

B (18:19)

I mean, you know what I love too?

C (18:21)

Taren Rocks.

B (18:23)

Boy, you love rock parties. Boy, do you love rock parties. Every quarter, just being able to determine, just to be able to make your fun joke about how rocks are formed. I mean, you love that part of it that's like your favorite. You want to talk about that before I take this whole different direction or you want me to take mine in a whole different direction?

C (18:40)

No, they have to, they have to see me lead a meeting to hear that magma.

B (18:44)

I mean, that's one of your. That's one of the ones you love to drop at the end. I just robbed the punchline. But anyway, something I really love, Taren, that I don't feel like many visionaries do well is most visionaries from my experience don't affirm consistently as far as like just are consistent in encouraging people. A lot of times it can be Always just the things they're not doing well, you know, because they, as the visionaries usually had a standard they like something held to. When other people are holding that standard, it sticks out like a sore thumb and it's hard for them not to continually critique or come down on it. What I love about EOS is the customer employee headline section where you can give people shout outs and it's not the visionary that has to give the shout outs. Empower your team. Hey, what's something you've seen somebody do really well this week? Let's, let's give them a shout out here, you know, and just putting some good energy into the room. I think you can also create a space for visionary to be able to preach. Right. They're going to want to get out there and share whatever it is most, they're most excited about. You can't let a visionary show up on a call and not give them some floor space. Right? So, like, that's okay. Create a space where they're going to be able to fit, you know, whether that's the beginning at personal best, business best, or maybe it's somewhere in there with the customer headlines, you can get it to fit. Or maybe you just need to create a slot where they're at least able to speak to some things before you get into issues. But I do think you can create slots for all those things. The most important part is you just have to keep the meeting moving, right? You can't get hung up on any one section. Every one of the sections takes about five or 10 minutes, except for issues. We spend about a half hour on issues for the sake of really getting good answers for your people. Most visionaries, the classic visionary move is at that point to say, hey, do I need to stick around for this? Because they don't like hearing about the problems. But I always would tell them, hey, listen, it's okay if you don't want to be actively involved in this, but we're probably going to need your answers on some of these things. Unless you want to deputize somebody that's here on the call to make those decisions for you. But if you don't want to deputize somebody with the power to make decisions, then we're probably just gonna need you to stick around for the next half hour. It's a half hour. Take your medicine. This is probably the most important part for your people because they need to hear how you want them to handle things and then that will empower them the rest of the week to get stuff done. So I know that's a little bit of a bitter pill for entrepreneurs, but I just feel like that half hour of leaning in where people can ask them questions, they can give them answers, it's worth its weight in gold for them, getting things done throughout the week. I think one of the other things I like Taryn, about EOs that I don't hear a lot of people talk about is the visionary integrator meeting. Like, once a week, you just meet with your person that handles all the details, and you just give them the download as a visionary and then let them carry that ball forward to team. And then next week when you come back around, let them bring back to you and say, hey, these are the things you talked to me about last week. These were how we move the ball forward, right? Like simple meeting, and then it's cascading it down. And indirectly, you're empowering your integrator to go lead the team meeting and then bring you back the results. So if you don't want to be on a bunch of meetings, that's great. Just empower your integrator, your OPS person, to run those things. But make sure you're meeting with them once a week. Don't just leave them out there to flail. Don't make them middle management, where they're, like, trying to answer to you and trying to answer to the people, and it's like they're playing telephone back and forth. Visionary. Spend some time with your integrator. Give them the messages to cascade down to team. Let them run your weekly level 10 meeting, and then bring back up to you the things and the reports that you want to hear about. But I think take yourself out of the mix. Don't be hitting up every individual person in your organization, asking them some random question and pulling them off your scheduled thing that they're working on. Come up with a cadence, have an operating system. We really believe in EOs around here.

C (22:16)

Yep.

B (22:18)

Taran Turner, sure appreciate you. Your hair is looking on point today. I just want to compliment you. I did not compliment you on that at the beginning of the show. I want all the listeners to know that I appreciate the wave today. It looks really good.

C (22:29)

Thanks. Yeah. Just testing it out.

B (22:33)

Just testing it, dude. It's a good test. I like it. All right, Ops Experts, thanks for hanging out with us for another Ops Experts Club. We'll talk to you next week, this same place. See you then. Bye.