2019-03-07T09:11:43+11:00 David Jenyns

winning management system creation

System Architect | Daniel Davis: www.eosworldwide.com

If you are an entrepreneur or small business owner, you’ll no doubt have come across some hurdles. Maybe you have a lack of control, problems with your staff, or are constantly frustrated that none of your processes seem to be working out. Without a proper management system in place, all of these obstacles can mean that your business is running you, rather than you running your business effectively.

As covered in his book “Traction”, Gino Wickman details a complete management process with the following steps:

  1. Vision
  2. People
  3. Data
  4. Issues
  5. Process
  6. Traction

From start to finish, these steps go through all of the important things you need to do from a management side of your business. Gino Wickman talks about how to set your vision, how to hire and retain the right people for your business, dealing with issues and setting accountability.

If you don’t have time to read the book, don’t worry, as this article outlines all of the steps so that you can get on your way to creating a winning management system.

Management System Based on the Book ‘Traction’

Step 1: Vision – Clarifying and simplifying your vision so that everyone’s on the same page.

your core focus and values must be aligned with your goals

To get your VTO (Vision Traction Organiser) – ask yourself 8 questions:

1.What are your core values?

  • Determine what’s important to you and your business.

2. What is our core focus?

  • What is our purpose, cause or passion? What is our WHY and what is our niche?

3. What is our 10-year target?

  • Look ahead and ask yourself; where are we taking this? What’s the big picture here?

4. What is our Marketing Strategy?

  • Define the basics, understand the fundamentals or your target market/ideal client. What is unique about our product or service? Why would a client do business with us instead of a competitor?
  • What is our proven process, so we can show our clients how we engage with them and what to expect?
  • Do we have a guarantee? 

5. What is the 3-year picture?

  • What does it look like in your mind’s eye? What is our revenue by then? What does the business look like?

6. What is the 1-year plan?

  • What are the 3-7 key things we need to get done in order for us to achieve our 3-year picture?

7. What are our quarterly rocks?

  • What are our company rocks – the 3-7 key things we need to get done this quarter to ensure we’re on track to achieve our 1-year goal?

8. What are our issues?

  • What are the things you know you need to handle at some point, but you just don’t have the time? 

Step 2: People – How to get the right people onboard and keep them onboard.

your team must be aligned with your business values

Ensure your existing team aligns with your values using The People Analyser chart.

  • Insert your company values along the top of the chart and insert the names of your team members in the first column.
  • Score each team member on each core value using a ‘+’ (mostly, yes),  a ‘+ / –‘ (sometimes) and a ‘–‘ (mostly, no)

The People Analyzer Chart

  • Add a line called ‘The Bar’, some of your values may be non-negotiable, but some may not be make-or-break. Add your own scores to each of your values according to how important they are (example below)

The People Analyzer Chart - The Bar

  • Once you know you have the right people, it’s important to make sure you have them in the right position (The Right Seat). To do this, set up an Accountability Chart (see below).

The Accountability Chart

  • Define the ‘Seats’. List out the positions and define some key responsibilities and functions for each role.
  • Ask yourself; Do they get the role, do they want the role, do they have the capacity (skills) for the role?
  • Add those 3 columns to The People Analyser chart and add a Y or an N where applicable.

Note! A no is a deal breaker, there must be a yes for the person to be the right fit for their role.

The People Analayzer Chart - Complete

Step 3: Data – How to measure the performance within the business.

To analyse whether you’re on track to reach your goals, create a scorecard.

Your Scorecard

  • Create a list or measurables for your scorecard (eg: weekly revenue, customer satisfaction, sales calls etc..) to ensure everyone has a number.
  • You can refer to this during meetings to determine what’s on track and what needs attention (if anything).

Step 4. Issues – Create a process to identify issues and system to fix them. 

  • Create a comprehensive list of issues that you have in your business, what are the issues that you need to handle?
  • Create an Issues Solving Track;
  1. Identify – What is the root cause of the issue we’re talking about? Eg: if you see an issue pop up, ask yourself if that’s the real issue or is that just a symptom of another issue. 
  2. Discuss – Talk about the issue with your team, ensure you understand exactly what the issue is, how it came about, where it went wrong.
  3. Solve – Work on the issue until it is resolved. You cannot move forward until the issue has been solved.

Step 5. Process – Document your copy business processes to create consistency as you grow.

processes don’t work unless people follow them

  1. Document the core processes of the business (people, marketing, operations, accounting etc. ) Start with the basics, document 20% of the things that produce 80% of the work.
  2. Ensure your processes and systems are followed by all. If you have gone to the trouble of documenting your systems, make sure everyone in the business is following them.

Step 6. Traction – Have clear priorities and create a meeting or review structure to ensure you stay on track.

  1. Rocks – know your key priorities for the next 90 days.
  • Make sure you know who is accountable for delivering them, and what is the deadline for delivery?
  1. Meetings – conduct weekly meetings. Use the Level 10 Meeting Agenda (how to structure a great, productive meeting) – see below.
  • Discuss good news, personally or professionally, to connect to the ‘human’ side of the business and staff.
  • Review the scorecard, don’t discuss any of the results yet, drop them into the issues list if there’s anything that needs to be addressed.
  • Review your rocks, the person who is accountable will answer ‘on track’ or ‘off track’. If they’re off track – drop them into the issues list to discuss later.
  • People Headlines – front page news of your business, share the good, the bad, the ugly of the business (this could be anything that’s happened internally or with clients).
  • Re-cap the to-do list from the previous meeting.
  • Review issues list and apply Identify Discuss Solution (IDS).
  • Conclude, wrap up anything still being discussed.

Level 10 Meeting

The six key areas of your business (vision, people, data, issues, process and traction) must be optimised before everything can run and perform well, because without a clear structure in place, it will be very hard to scale your business.

Making changes may seem uncomfortable at first, but addressing your values and goals will set the base and build the framework that everything else can grow on. Once you implement the system outlined above, you can build a team that not only believes in you and your vision, but that you can rely on to keep the business operating smoothly while you achieve your goals.

systemHUB

System Architect – Daniel Davis

Daniel DavisDaniel Davis is the award-winning CEO and of Gallop Solutions Group and EOS Australia; he has experienced an exceptional business journey so far, and has a passion for inspiring fellow business leaders with his story and knowledge.

Already showing his determination as a pre-teen by getting his first job at age 10, Daniel worked hard and went on to own his first business at the age of 21. He enjoyed the rewards that business success can bring, relishing in multiple fruitful ventures across several industries; at 26 years old he had four businesses with multi-million dollar revenues and 70 staff.

Unfortunately, Daniel made one critical error in business which cost him dearly both financially and personally and set him on a path looking for answers. What does it really take to create a great business?

Daniel’s passion for business became something of an obsession, starting his journey in the search for search for the best tools for business management and improvement, around the world. Sharing his new-found knowledge with fellow business leaders became a purpose-fuelled enterprise.

After being introduced to EOS, the Entrepreneurial Operating System through the book Traction, Daniel quickly recognised the simplicity and power of EOS and launched the brand in Australia. Daniel now spends his time helping entrepreneurial leadership teams to clarify, simplify and achieve their vision through EOS.

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