Traction: Get a Grip on Your Business Audible Audiobook – Unabridged
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Audible Audiobook, Unabridged
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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.
InTraction, 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.
PLEASE NOTE: When you purchase this title, the accompanying reference material will be available in your Library section along with the audio.
|Listening Length||6 hours and 56 minutes|
|Audible.ca Release Date||December 21 2012|
|Best Sellers Rank|| #415 in Audible Books & Originals (See Top 100 in Audible Books & Originals) |
#4 in Organizational Learning
#8 in Workplace & Organizational Behaviour
#9 in Entrepreneurship
Reviewed in Canada on October 27, 2018
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Top reviews from Canada
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My only frustration was how often the book fell into this pattern: “Technique X will improve your business by solving this stated problem. Company Y was struggling with the problem. Then they implemented technique X. Now they experience Z% growth every year. We have tried this with over 400 businesses and they all do it exactly this way, and it works.”
Everything from Company Y onwards was unnecessary and didn’t go into enough detail to really justify that implementing said technique really lead to the growth they claim. Just struck me as self congratulatory sales talk. Reminds me, as business books often do, that the author is a consultant who makes his real bread and butter selling his time, and made the book feel more like an ad than a guide at times.
Still, overall a really good read and lots of things in here I hope to have the chance to try over the next while.
Whether you are a small company or a huge company, there are endless useful tips for you and you will approach your business in a whole new way after reading this.
Top reviews from other countries
As a business coach with my own ideas on business growth , it is hard to read a book like this objectively. Inevitably there are plenty of things that broadly match my opinions but there are also things that I don't like or make me feel uneasy.
The process starts with the vision but here, vision is used to describe strategy rather than a narrow vision a snapshot of the future desired state). This section whizzes through thoughts about strategy and marketing strategy with next to no mention of customers and what they want or competitors and the competitive environment. This is NOT a marketing and sales playbook.
What I do like is that it is very much based in backward planning. You (or preferably your management team) decide what you want in the long term. With that in mind, you set increasingly short term objectives. E.g. from 10 years to 3 years to 1 year to the next three months. This makes sure that what you're doing now is consistent with what you want for the future.
I thought the People chapter about getting the right people in the right positions was excellent and I'm definitely bringing these into my best practices.
The chapter on Numbers (key performance indicators ) is relatively simple. It recommends a top level dashboard to keep on top of the entire business as well as assigning everyone a number. It is also very focused on leading indicators that predict future performance rather than lagging indicators. I have a few concerns about local optimisation causing sub-optimisation for the entire business if people are judged on one personal measure.
The next chapter is about identifying and solving Issues. It's based on establishing an open and honest culture where problems are acknowledged rather than hidden away or disguised. The emphasis is on solving these problems. The emphasis is on digging down to the root cause rather than solving the surface symptom but the book lacks a process to do so. This can be a complex area.
Many businesses waste a great deal of time with firefighting I. e. making short term fixes to long term problems. This stores up problems and over the months and years wastes much more time and causes a great deal of frustration . I love the way the book emphasises finding proper solutions, even if uncomfortable for some. It requires a commitment to the greater good of the business.
Next is the deep-dive into your processes. This may not feel exciting but it is vital if your business is going to run smoothly while you drive it forward. Well designed and documented processes mean the business can function without your day-to-day supervision and make the business easier to sell for a good price.
The sixth and final element of the process is called Traction and this brings the longer term objectives down to quarterly improvement goals (called rocks) together with quarterly and weekly meetings. This may sound like a lot of meetings but this is how you get things done. From my own experience, I've always liked weekly meetings to maintain focus and keep the momentum driving forward.
I like the system a lot. I can't say it's groundbreaking but it does bring together best practices (or at least good practices) into a simple system. When I explained it to a client, I said it was like a jigsaw puzzle and you had all the pieces laid out to form the complete picture.
It doesn't get off to the best start with the Vision/Strategy section. Since everything else is designed to implement these objectives, the book has to start here but, if this is where your biggest issues are, then you need to read another book first. Where this book excels is implementing the developed strategy.
You implement strategy through your people and organisation structure , through your performance reporting, through your systems and processes and through your management system. This is the true focus of the book and it is excellent.
Who should read this book?
I think it's main benefits will be felt in businesses big enough to have three or more tiers - that the owner(s), some managers or supervisors and staff.
When there are just the two levels, you won't have anyone who doesn't have the benefit of direct contact with the owner. At that stage it isn't a problem to maintain consistent focus, direction and values provided the owner is capable. Beyond that things get more complicated.
This book is very highly recommended. Just adapt the system to to suit your size and business.
Paul Simister is a business coach who helps business owners who are stuck, get unstuck.
The EOS the author is talking about is nothing special - it can potentially help a business whose leadership team has literally no idea what they are doing, but if that's the case, you got bigger issues on your hands that I'm afraid no book will solve for you.
He uses other books to justify the claims in this book, which if you were to read, will notice that the points he's drawing on are oversimplified and somewhat distorted to fit within the EOS framework. Case in point, the author suggests that all enduring companies must have core values - that does not mean that they endured because of them, I can bet that many failed companies happened to have core values too...
Much better books exist out there that don't try to give you an oversimplified, one size fits all approach. I will not waste time with this one.
Returned after 30% completion.
100% doesnt understand marketing. Confuses marketing with business development - read Koetlers Marketing 4.0 to get a better idea of a modern marketing function.