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 80,000 companies have discovered what EOS can do.

Most entrepreneurs have a vision for their company, which they assume everyone else can see as well as they can. But many times, others in the organization don’t see it. To get traction—the ability to execute, or make the company’s vision a reality—you need to clearly define and communicate your vision**.Here's a great summary from the book: "In summary, successful businesses operate with a crystal clear vision that is shared by everyone. They have the right people in the right seats. They have a pulse on their operations by watching and managing a handful of numbers on a weekly basis. They identify and solve issues promptly in an open and honest environment. They document their processes and ensure that they are followed by everyone. They establish priorities for each employee and ensure that a high level of trust, communication, and accountability exists on each team."There are many free EOS tools. I'm using my review and my rating. Having gone on to read other Organizational design and startegy books, I see some of the big shortcomings of this book. It's very formulaic in it's approach. It approaches an organization as a linear "machine" that can be controlled rather than seeing it as it really is: a complex adaptive system that can only be "nudged" and learned about (like a garden).

I began reading with an open mind,because I love learning new ways of thinking and doing things. I make my living by sharing fresh insight, and the wisdom of my experience.So, anything that will pull me forward to better help my clients—I’m all in. The Scorecard immediately tells you how your business is doing. Most companies rely instead on a P&L (profit and loss) statement, but by the time you get it (monthly or quarterly), problems have already occurred. With the Scorecard, you can see where you are and, if necessary, change where you’re headed. Part of the problem is you’ve become so wrapped up in your business you’ve forgotten that it’s separate from you. To reach the next level, you need to build it into a self-sustaining entity, powered by an effective system rather than just your determination. Your focus: To determine your core focus, you need to know two things: your company’s purpose and its niche. Here are some questions to ask to figure out what they are. Again, in the system’s defense, it is about systematizing a business, and can’t be all things to all businesses. But I believe that leadership and culture are critical to achieve sustainable, long-term success, and the system will be a disappointment to some leaders who are looking for more. Leadership StylesDocument each process. List the most important steps with a few bullet points for procedures under each. Follow the 80/20 rule: document the 20% of the process that produces 80% of the results. Step 3: Decide on a weekly goal for each category (for instance, a sales goal) and fill it in. The goals should align with your one-year plan. Inside 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. G: Get it: When someone “gets” or understands a job, they fully grasp the role and responsibilities, including the systems, deadlines, and the way the job relates to other positions and the company’s mission. There are 6 components to running a business. That's what the book is focused around. It's all great stuff. But, as a practical matter the biggest/most notable changes to our business have been:

The right position is the one in which the job duties match the employee’s distinctive skills and talents and she’s able to apply her abilities to the greatest effect. The person in the right place creates value for the company and receives value from having the opportunity to hone a talent.

Most businesses fail to reach the next level of growth because owners are afraid to let go of total control, trust their leadership team, and delegate to them. But for their business to grow, they need to take that leap of faith. The key is getting an EOS™ in place, so your business functions without your micromanagement. Structure- Unfortunately, the structures of most small companies are either too loose or non-existent. If your business seems to be spinning its wheels, part of the problem may be that you’ve become so wrapped up in it that you’ve forgotten it’s a separate entity from you. To reach the next level you need to build it into a self-sustaining entity, powered by an effective system rather than by your determination. Right person, wrong position: The employee shares the company’s core values but isn't in a position that matches her particular talents. She may have been promoted to a position that’s not a good match, outgrown her current position, or was put into the wrong position to begin with.

The fifth component of the EOS™ is process. Your company has a few key processes that keep it running—together they constitute your unique “way” of doing business. Honing your processes so they run without constant oversight frees you to focus on building your business rather than being mired in its details. Also, when you have a defined way of doing business, your company becomes scalable and more valuable should you decide to sell it. Step 4: Decide which three to seven values define your company. Examples are: service, results, or cutting-edge knowledge. Think about them for a month or so, then finalize them. W: Want it: The person also must have a strong desire and motivation to do the job, as well as truly enjoy it.Step 2: Set the due date for meeting each priority. Define each so that it’s specific, measurable, and doable. For example, a priority might be to “close three major sales.” In summary, successful businesses operate with a crystal clear vision that is shared by everyone. They have the right people in the right seats. They have a pulse on their operations by watching and managing a handful of numbers on a weekly basis. They identify and solve issues promptly in an open and honest environment. They document their processes and ensure that they are followed by everyone. They establish priorities for each employee and ensure that a high level of trust, communication, and accountability exists on each team. Command and Control leadership is a good approach if an organization is in crisis mode, has problem employees, or is in a turnaround situation. However, in a healthier organization, tight control and monitoring is threatening, and creates dissonance, when there is little to no employee input. Your three-year goal: In writing your three-year goal, focus on measurables and bullet points, not details—that is, focus on the end point rather than the potential hurdles.