Shiny stuff is akin to the “sirens song” of Homer’s Odyssey, a promising beginning that ends with a bad result. Just as the sirens of mythology lured sailors to their deaths, “shiny stuff” could potentially sink your boat.
All EOS companies use a two page document called the Vision/Traction Organizer (V/TO) to take a simple, effective approach to strategic planning. By answering the eight questions on the V/TO, they capture what hopefully was in their heads to begin with and make it available for all employees to see – who they are, what they are, where they are going, and how they are going to get there.
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I often take the train into the city of Chicago and then take a cab to my final destination. For the most part I’ve found cabbies to be pleasant, compliant with traffic laws and knowledgeable of the city. However, failure by the city to hold a few reckless cabbies accountable for their actions casts a dark shadow on cab drivers as a whole.
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It isn’t easy to get your team on the same page when it comes to meeting business goals and driving revenue. Without setting clear expectations and outlining your goals, teams often lose direction and focus, causing the wheels to spin out of control. Seeing and wanting the same thing for the whole team is just one step in the process – as a leader, you have to take it one step further to really get the momentum going.
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Barbara Taylor runs a retail coffee and espresso business in Arkansas. She wrote a post in the small business section of the New York Times in June 2011, entitled Reaching Your Limits As A Business Owner. What she has to say about hitting a wall will resonate with owners of companies implementing EOS, the Entrepreneurial Operating System.
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