Gino Wickman Quotes

Once they’re defined, you must hire, fire, review, reward, and recognize people based on these core values.

THE QUARTERLY MEETING AGENDA • Segue • Review previous quarter • Review the V/TO • Establish next quarter’s Rocks • Tackle key issues • Next steps • Conclude

A profit and loss statement is a trailing indicator. Its data comes after the fact, and you can’t change the past. With a Scorecard, however, you can change the future.

When addressing issues, leadership teams spend most of their time discussing the heck out of everything, rarely identifying anything, and hardly ever solving something. It’s truly an epidemic within the business world. Most teams suffer from different challenges when solving issues. The common ones include fear of conflict, lack of focus, lack of discipline, lack of commitment, and personal ego.

Accountable people appreciate numbers. Wrong people in the wrong seats usually resist measurables. Right people in the right seats love clarity. Knowing the numbers they need to hit, they enjoy being part of a culture where all are held accountable

the U.S. Small Business Administration purports that “roughly 50 percent of small businesses fail within the first five years.” In a study published by the Monthly Labor Review in 2005, economist Amy E. Knaup states that 56 percent of businesses die within the first four years.

The solve step is a conclusion or solution that usually becomes an action item for someone to do. The item ends up on the To-Do List, and when the action item is completed, the issue goes away forever.

There should be three types of Issues Lists in your organization: 1. The Issues List in your Vision/Traction Organizer (V/TO). These are all company issues that can be shelved beyond 90 days. These issues are tackled in future quarterly meetings. The issues that are not a big enough priority for this week or this quarter must be stored somewhere so that you don’t lose sight of them. The V/TO Issues List is the place for that. This list will include issues as diverse as new product ideas, key employee issues, technology needs, office relocation, capital needs, and the need for HR policies.

When it’s structured correctly, the dynamic that exists between the two Unique Abilities® can be magical.

Entrepreneurs must get their vision out of their heads and down onto paper. From there, they must share it with their organization so that everyone can see where the company is going and determine if they want to go there with you.

With that, a wall goes up, and no one is allowed to throw anything else over it, whether it’s a genius-level new idea or a hand grenade. Once the priorities are set for this quarter, no new priorities can be added! If someone does try to throw something else over, you get to throw it back because you all agreed on the current Rocks as being the most important priorities for this quarter. New ideas and thoughts that arise during the quarter should be put on the V/TO Issues List for next quarter.

Imagínate entrenar a un equipo deportivo con dos métodos diferentes, o dirigir un país con dos gobiernos. Cuando los sistemas trabajan en propósitos cruzados, tu empresa para siendo la perdedora. No puedes construir una gran organización con varios sistemas operativos — debes escoger uno. Este libro te está ofreciendo EOS.

As goes the leadership team, so goes the company. If the leadership team is open and honest, issues will flow freely.

Most people work just hard enough not to get fired and get paid just enough money not to quit.

Once your team is in place, each member needs to agree that the problems in the organization are also his or her responsibility.