This is SK Morris, and you are about to embark on the
next Pioneer Knowledge Services because you need to know a digital
resource for you to listen to folks share their experience and knowledge
around the field of knowledge management and nonprofit work. If your company or organization would
like to help us continue this mission and sponsor one of our shows, email, BYNT k@pioneerkss.org. Hi, I'm STAs Bki. I live
in Buffalo, New York, and I currently work at EOS Worldwide,
and I am a certified EOS implementer. One of the last books I read was Never
Split The Difference by Chris Voss. And it was important to me because
it taught me a couple things. It taught me tactical empathy, and some
really great negotiation techniques. Chris was a former negotiator for
one of the three letter acronym agencies and wrote one help, a great book. I was asked if I was
stranded on a desert island, what my top three must haves are, and they were sailboat GPS and
fresh water . So I could go. A way I stay connected with people is, uh, usually by inviting them out to drink. I am inspired when I see a leadership
team gain traction because that is the reason that I exist
as an EOS implementer. Anything interesting
around where you live? I'm coming to you from a building
built in the 1880s that used to be grain storage in downtown Buffalo,
New York, in the cobblestone district. This is just a concrete box that is
really cool and has been rehabbed by our landlord and it's
interesting and you know, it's part of the rebirth
of Buffalo. We love it. If you had to identify the
hardest thing an organization has to do, what would that be? . Lots of answers. . All right. Gimme the top three. You know, sometimes it's just as simple as
trusting themselves and getting out of their own way. Whenever I
start an EOS implementation, I always walk in and I say, guys,
listen, I am not a consultant, right? I'm not like one of these
young kids carrying briefcase
from McKinsey or KPMG or any of those places. I'm not
here to tell you what to do. The answers are in the room.
I'm here to teach, facilitate, and coach facilitation being
the thing I do the most. So, back it up a little
bit. What's E-O-S-E-O-S. Entrepreneurial Operating
system based on the book? Traction written by Gino Wickman. Okay. It is a way for us to harness the
human energy of a leadership team, get everybody rowing the
boat in the same direction, to get to places where teams
are stunned that they got to. . So how difficult
is this to do ? It's. It's another one of those
sort of half answers, right? EOS is very
simple, but it is not easy. Okay? You know, we, we believe that
people need three things, right? Executives need three things. A peer
group, an operating system, and a coach. I'm gonna back that up because I'm gonna
say that 78% of the people listening are thinking operating
system is a software. Right? So why don't you explain
what you're saying. So it's called the entrepreneurial
operating system because this is how you operate. Entrepreneurs, Mac, oss, whatever is how you operate
a Mac, windows, whatever, is how you operate a Windows machine. And EOS is how you
operate an entrepreneur. It is a way for humans to
interact and it is a way for them to run amazing businesses. What's the downside? Downside is it's a bright flashlight
that you shine in every corner of your company. . So what are you gonna find when you get
the flashlight? What are you gonna find? Are you familiar with the
puppies and cockroaches concept? Tell me about that. Okay, imagine there's
a puppy in a dark room. You open the door and turn on the
lights. What does the puppy do? Probably stares blankly. It. Usually would run to you. Okay. You. Do the same thing and a room full of
cockroaches and flip on the lights. Scurry they scatter. Yes. So there are
three kinds of people in a company. Campers, climbers, and quitters.
Quitters are my favorite. 'cause they self-select,
right? They just leave. They check out, they're like, yeah,
I don't want this. Nope. Climbers. Are climbers. Those are our people, right? They're the ones that wanna be the next.
You inside your company, love them. And then the campers are the
scariest ones. Yeah. They do. Just enough not to get
fired. Mm-Hmm. . But doing irreparable harm
to the morale, the p and l, the everything of a company. You're saying that this is a
get under the hood philosophy and more than a philosophy of
practice to get under the hood of the organization, figure out what the gunk
is, right? We've talked about this. The gunk. Yeah. The stuff that gunks up the machine
and you wanna up the performance, but also you punch accountability
right. Upside the head and say, you have to be accountable in
this organization. That's right. Is everybody accountable? Top to bottom? Side to
side? Yes. Everybody. Isn't that a little different than
most organizations are used to? It's very different. So explain how that gets employed. The way we drive accountability
is really building blocks. So the first building block is the
accountability chart. So think org chart, but with the five main
bullets of accountability,
what are you responsible for? So that if the fluxx capacitor breaks,
I can look on the accountability chart, look for fluxx capacitor and
say, oh, that's Bob. Bob. What's wrong with the fluxx capacitor? The way we determine someone's
ability to sit in that seat, and pardon me for all the acronyms,
but that's it is what it is. The way we validate someone
in a seat is GWC, get it, want it capacity to do it. Hmm. If you put me in the point
guard position on an NBA team, I get it. I know exactly what it takes. It's sneaker deals and it's a lot of
fun. I want it more than anything, but capacity. I lack the stamina in the vertical leap
to be able to perform in that seat. So I can't have it. Mm-Hmm. , once you determine GWC
that someone gets wants, has the capacity that determines it
that they're in the right seat. Mm-Hmm. above that
is, are they a right person? Do they live by our set of core
values? Right person, right seat. Let's assume yes on all of that. Now, how do you drive accountability? The math equation there is
L plus M equals a leadership plus management equals
accountability. Makes sense. You can't drive accountability
if people have no context. Yeah. If they're not given the
right tools, if they're not, if they don't understand where they're
headed as a company and what their role is. So what we figured out, if somebody's a right person in the
right seat and they are not accountable, that is 100% on leadership. Because that means we are either not
leading them or we're not managing them. But that's not their fault. You
know, the old saying, no bad dogs, just bad owners. Yeah. But you know, you've heard it said a hundred times
that like that's the whole thing. You have to provide structure, you
have to provide an environment, you have to explain to people
what winning looks like. You have to give them
all the tools to win. Is. This an HR thing? It sounds like you're talking
about expected behaviors out of an organization and you want to
have people read on to this Mm-Hmm. to be able to apply
themselves to this and also be measured by it. So is this an HR function? It is run by the entire leadership
team. Anything that touches humans, I would say is an HR function. Yeah. Yeah. But EOS is split into
six key components. Hmm. So the first component
is the vision component, and that's figuring out where you want
to go and how you're gonna get there. The next component is
the people component. So that's all about determining
right people in right seats. After that is the data component where
we figure out all the things that the people are doing. Like what are the
outputs that we're getting? Mm-Hmm. , what are the activities that we're engaged
in giving us a leading indicator of future performance, if
any of that is wrong. The next component is the issues
component where we identify, discuss, and solve issues for the greater good
of the company. After that is process, right? Which is the thing that allows us to
scale and allows us to drive a lot of the higher level tasks down lower into the
organization to increase efficiency and increase happiness. And then all that boils down to
the sixth and final component, which is the traction component where
we live in a 90 day world starting and ending projects quarterly and having a, an appropriate meeting pulse with
level 10 meetings that allow us to make sure all of these ideas
are actually becoming true. Well, how many organizations start
off up here that they want this? And then somewhere in the transition
you're like, whoa, this is a lot of work. Or the culture pushes back and
said, ah, we're not doing this. Okay. I'll give you two answers. One is sort of what
we're told when we become EOS implementers, that one out of six of your
clients will not graduate. Meaning they will not get to 80%
strong in the six key components. Okay. That is an average across
thousands of companies and variety of reasons. Mm-Hmm. economic
system doesn't work for them. Yeah. Whatever. I have, I'm, look, I'm just
trying to do the math on my ratio. I've started 38 companies
on their EOS journey and have had three that will not graduate. Is there any telltale signs that
give you indicators upfront? It's gonna be a hard channel for them. Yeah. Leadership team dysfunction. Explain that a little bit. If you read Pat Lencioni and
talk about the five dysfunctions of a team, it's a five
tiered pyramid that starts, the base of it is vulnerability based
trust. And it ladders up through, you know, through conflict,
through commitment, all the way up to ultimately
results teams that lack vulnerability based trust and don't
go that way. Mm-Hmm. , they tend not to make it. Is there an industry or business sector
that does this well versus another? No. ? No. Well, no. I mean, it's
10 to 250 employees. Entrepreneurial minded looking to
grow, hitting a point of inflection. They don't know what they don't know,
but they're eager to learn. Yeah, yeah. Yeah. The ones that are like, I
know everything, and I then they, they don't need us 'cause they
won't buy us anyway. . It's. Fine. , you're treating the organization as
a software implementer of its own organization. Correct. It feels like software because it has
a set of, it does. It's interesting. It has a set of commands. Yep, yep.
Right. It has a, a set language, but instead of operating
hardware, you're operating humans. That's a great philosophy. So how does the upgrades happen
over time as personnel float? Let's say you've got a, you're saying there's a
graduation scale or a graduation level of an organization that graduates,
that's the terminology. Mm-Hmm. All right. So once an
organization graduates, what's the sustainment model
to keep that perk and along. Once they reach 80% strong throughout
the entire organization in each of the six key components of EOS? The habits have been so deeply
ingrained into the organization that it's a flywheel, it just runs. Yeah. Some of those graduates will
have me in for their annual, so I'll run a two day annual for
them as I had in previous years. And it's awesome because
it's a homecoming, right? I get to see people that I
haven't seen in a year. Yeah. I get to see their growth. You know, I meet new team members that are
up to speed on EOS and I didn't teach them how to do it. So that means
that the organization is like that. Flywheel is just spinning. The potential is unlimited because
you're giving the process and orientation for personnel to
operate in a very proficient manner. Here's the goal. The second most
recent EOS book that came out, the realization that Gino and
his co-founder Don Tinney came to is companies that run on EOS
have a tendency for their people to live what they coined as the EOS life, which is five pieces. Doing what
you love with people you love, making a big difference, being
compensated appropriately with time. For other passions. Go are
the days of 2,600 hour years. What's the smallest sized organization
you would want to deal with? 10 People is usually the smallest
I have dealt with. Smaller, some with great success.
That is exception not rule. You generally wanna have a
professional leadership team, meaning that the people
that occupy the seats, if you look at the simplest organization
of a marketing and sales seat and operation seat and a finance seat. Mm-Hmm. with an integrator
to keep the trains running on time. Those four people all need
to be leveled up and similar sort of speed and ability and acumen. So is there a shortcut to all of this. To running on EOS? You've been operating
in a system for a while. Are there shortcuts that
a small organization, other than probably buying the
book, I'm, I'm assuming that's a, that's a plus up right there,
right? Buy the book and Right. And, and start to gather some knowledge on
how this all works. Curious, you know, if you've got a small nonprofit
and you're wanting to start professionalizing the
organization to get better, what would be some tips that you could
give them if they did not want to go down the road of EOS just yet? But what would be some tips that would
aid them in helping to get there? I think clarity, clarity is one
thing that's very important. Getting everybody around the table,
whoever your co-founders are, or your friends or your buddies, let's get crystal clear on where we want
to go and what we're accountable for. Right? If you and I spin up a business and
you're doing sales and I'm doing sales and we're doing it differently and we're
just sort of hoping for results, we're gonna step on each other's toes. We're gonna create confusion in the market
and we're not gonna be as good as we can be. If you're an amazing
opener and I'm a great closer, then I would flip that
thing on its ear and say, you go and open as much as you can and
I'll go and close as much as I can. So. It sounds that there is a true
understanding and assessment of the capacities. Just in that example, you understand the capacities
and the limitations, and then address that as such with
this clarity as you keep bringing up. And to go back to the accountability
piece, like in your, uh, instance of the two guys selling, uh, if there's no accountability
to the strategic importance of working in unison or having
a formal system in play, whatever formal level that
is at least something right. That it's better to have
something than nothing. Yeah. 'cause then everything is just a
wish and a dream at that point. I, I hear what you're saying and one of the
things that I really liked about this EOS is that you get the parameters, and I want you to speak
to this a little bit, that's why I'm throwing it this way. A lot of the gunk in
operations is the meetings. The thing that probably is 70% of
most people's days in the world of remote work is attending and
being part of these meetings. Can you tell us a little bit of how the
construct of meetings in EOS is viewed? It is the linchpin in
the traction component. It is called the level 10 meeting because
Harvard Business Review did a survey, you know, a couple thousand
people, typical HBR kind of stuff. When they tallied up all the votes,
people were having level four meetings. So a level 10 meeting starts
on time, ends on time, same time of day, same day
of the week. Same agenda. It allows for a human connection, allows for reporting of
measurables projects, customer employee headlines to dos that
were committed to the previous week. So you have an accountability piece
and all that takes 25 minutes. It is rapid fire on track, off
track, done, not done sort of stuff. And then you have 60 minutes
for what we call IDS, which is identifying,
discussing, and solving issues. Most issues as they present in
a company are not the issue, they're the symptom. Can you gimme an example of that? Can
you work that into an example? Sure. CFO kicks the door in and says,
we're running outta money. . Okay. That's. That's not an issue. That's
a problem. . . Okay. Right. Yeah. So then you go down the,
the path of the five why's. Why are we running out of
money? Mm-Hmm. , two ways to run outta money. Insufficient
revenue or expenses are too high, which is it? Revenue's down. Alright. So we've just eliminated half
of all possible problems. Why is revenue down competition?
Why is the competition beating us? They have the new widget, 2000. It's better than our
widget version five. Okay. Do we have a competitor for
that? No, we do not. Why not? Well, because we haven't developed
a new product in six years. Aha. The problem isn't, we're
running out of money. Yeah. The outcome of not having
innovation and losing product market fit is the reason
we're running outta money. So the thing to solve for isn't
let's go get more money. Yeah. Right. Because the CFO can be like, I can go
leverage this. I can go get a bank line, I can blah, blah, blah. You're
solving for the wrong thing. You need the widget tron 3000. So you're saying you need to have a
colombo at every meeting in order to dig down to the real question and the answers. And the magic happens
when everybody's colombo. Ah. When everyone's like, okay,
what about this? Yeah. Yeah. When you get to a no wrong
answers kind of approach, and people are allowed to sort of Yes. And their way through set of questions, it's really powerful. So what's, what was that first
layer of the pyramid? You said, what's the base layer? Vulnerability based. Trust. Trust. Yeah. So that's that, right? You're being allowed to
venture out and share concepts and ideas. And. The funny thing is you
use the word allowed. Because if you look at the
construct of psychological safety for levels of psychological safety,
three of them have an exchange. Right? Well, actually all of them have
an exchange. So first is inclusion, safety, which is an exchange
of inclusion for, you know, keeping somebody from harm. Maslow's
hierarchy sort of stuff. Mm-Hmm. . Next is learner safety. And the social exchange there is
learning for the ability and the desire to learn, I will teach you if you
learn. Next is contributor safety, which, which is, you
know, the social exchange. There is autonomy in exchange for results. Mm-Hmm. . And then above
that is challenger safety. And the exchange there is air cover
for candor. Yeah. Which is awesome, right? Yeah. I will protect
you if you're candid with me. Mm-Hmm. , you bss
me that air cover goes away, but I will make sure you're safe. Tell me everything you see
that's wrong with this business. Who couldn't stand that
kind of candor. I mean, that really is the essence
of understanding and
organizational learning to have that flexibility and engagement, like you're saying with this social
construct of being able to communicate, share, and not feel threatened. Mm-Hmm. . Yeah. But to answer your
question, although it was rhetorical, I'm gonna answer it anyway, who can't
handle that? People with ego and fear. Don't tell me I'm wrong. Yep. I don't
want to know. I'm smarter than you. I've heard of people like that. Like Yeah. Yeah. No thanks. Those type of people are not very
good sharers to begin with. They're. Not. In my judgment. Your. Judgment is correct. . I feel so validated. Thank you, . You know, I'd tell you if
I thought you were wrong. , out of all this, can you define for me what
knowledge management is? I I would think it's the sum total of
all of the knowledge of all of the people inside the organization. Yeah. I would say that's
probably a good, good assumption. Does the EOS give a pretty
stiff definitional glossary of terminology? Do you have Yes. Yeah. Yeah. Every TLA is, well-defined. I don't know what ATLA is. Three letter acronym. Ah. Those TLAs. Oh my gosh. I learned
a new one. Thank you, . So what does the future hold for EOS? Is this gonna be a software
introduction? Can it, can it be an app? Operational software? There is a piece of software
that helps you run on EOS. Okay. So the blocking and
tackling of the meetings, there's a piece of approved software
called ninety.io and there's another piece of software that EEO s worldwide is in
development on right now. Very similar. Yeah. This, the software
is a great crutch, but we can do this with
flip charts and note paper. So it shouldn't scare too many people
that are techno scared. Oh no. Okay. Very, very old school in that method. If, if you're not afraid of your
stapler, you shouldn't be afraid of this. . What is the hardest thing
with this deployment? You've talked about enterprise level, so I'm assuming you don't go into sections
or departments of an organization. You want to go through the whole Yeah. You know, up to a 250. I mean, the, again, rule is 10 to 250 employees. I've seen successful implementations
in much larger companies as well. But you need to be up at the
leadership team level. Okay. Drive this thing all the way through. The analogy that I can give
you is that of a symphony. If you consider a symphony orchestra, you have your composer
that writes the piece, your conductor that manages the orchestra, and then you have all of your
first chairs for every instrument. So in our language, the
composer would be the visionary, the conductor would be the integrator, and then the leadership team
would be all of the first chairs. Composer writes it, has the
meeting with the integrator. We call that the same page meeting,
says, this is how I want it played. They then go into level 10 meeting
and they say to the leadership team, violins, you come in heavy
here, percussion, you do
this, that the other thing. Those first chairs then leave have their
level 10 meetings with their, you know, all the violins have a conversation.
All the percussion has a conversation. Then they come back and
while they're playing it, it is the integrator that is helping
to remove blocks and barriers for the leadership team. Make sure everyone's
playing the music properly. Well, it has a lot of paradigms similar to
a military construct in that there is one mission we will say the
pinnacle, this is the mission. And the mission constantly
changes, but for this discussion. So you have the mission and then you
have all these echelons that have certain components within this operation
that have to have certain times and hash marks and, uh, departure lines and all these things
that have to be coordinated. I mean, it's a, it's a huge coordination effort
across a lot of territory. Mm-Hmm. does this, does EOS apply in a
multinational or a large regional stretch? Does does it
matter if they're all co-located? Oh, no, you can, using this construct, you can be absolutely distributed
because you know that you have one central rendezvous point. You are guaranteed 90 minutes of
strategic time with your leadership to do that. Mm-Hmm. . Mm-Hmm. . And it's interesting,
the one you, you mentioned military, one military construct that
exists in EOS is that of disagree and commit. So we
have vulnerability based trust. We are able to have really good debate. Everybody has challenger safety. And after the integrator
has heard everybody, they, they get the privilege
of breaking all ties. The tie could have been seven to one
against them. And they can say, all right, I hear you we're marching
east. And everybody says, okay, even if they disagree. So there's
none of this. Well, I said west, but Bob said east. Yeah, yeah. Nobody ever
listens to me and Bob. Right. None of that. That dissension is probably a
very normal human reaction to nobody listening to me. But the the counter to
that is in this construct, you are given the responsibility
to agree to this construct to begin with. That's right. You're buying
into this hook, line and sinker. And you don't get to say, oh, back out
of that, because that's a commitment. I assume you're, you're asking
folks to commit to this. Well, they, they have to be committed to this. I'm asking them as people to commit to
each other to be the best leadership team they can be in terms of the
business committing to EOS or an EOS implementer. There's never a commitment because we
can't want this more than you. Yeah. We have, uh, , we
have an implementer who
shall remain nameless, says, listen man, if you gotta drag 'em
in, you gotta drag 'em around. And that is not fun for. Anybody. That's a lot of work.
I know, right? Not worth it. Yeah. Well, but what I'm saying
on a commitment piece, so you roll this out and all the folks
in the organization have to buy into the parameters of what this is. Yeah. So they can't at that point where
everybody wants to go east and one person said, Nope, let's go west. They can't be part of the naysay and
negative group in the background murmuring to themselves. You want to have
expected behaviors, uh, expressed. So there cannot be this wishy washiness. Yeah. And you know, you said people have this huge
percentage of their time in meetings. One of the reasons why is that fricking
meeting after the meeting when the actual decisions get
made. That doesn't happen. We have a level 10 meeting
leadership team is there, decisions get made in the room, they get articulated as to-dos
that you agree to and you leave that meeting on time. Yeah. I'm not
coming back to you later saying, yeah, that to-do that I agreed to do. I'm
not actually gonna do it. Get out. Just get out. Well, and there's a public
display, so to speak. So if you're gonna be in a group
meeting and you had a to-do last week, and you're like, yeah, I didn't do it,
everybody's gonna know. Well, you know, so does that play into this? Is there some psychology there of
group ownership of, Hey, oh yeah. Hey, you said you were gonna do this. Yeah. The psychology is very real. And I had someone in my room yesterday, he was talking about how all
of the work that they did, they turned in their first set of rocks. So their first set of 90 day priorities, and they had a stunningly
high rock completion ratio for a brand new team. The integrator said,
listen, this stuff would've gotten done, but certainly not by today. Okay. Said
I had a deadline for today's meeting. I knew, you know, 13 weeks ago that I
was gonna have to have this stuff done. And every week I declared
that I was on track. There was no way I was gonna show up
and not have this stuff done. Mm-Hmm. . And the
stuff that wasn't done, it was declared early that it was
off track. That's a sign of bravery. It's a sign of team health.
It's a sign of all that stuff. It's a sign of maturity. Right. I
mean, organizational maturity to say, you know what, Hey, it's not gonna happen. Instead of hiding behind something and,
and hope nobody sees you. You know, you just own it. Well. Those are your campers.
Those are your campers. So walk me through those
three again, please. Campers, climbers and quitters. Buddy
of mine that I worked with for a decade, he used to always say, man, there's
campers, climbers and quitters. And it's true. The climbers are
the climbers. They're unbelievable. You see where they are,
you see what they're doing. All you have to do is
just give them tools, get out of the way and cheer
for them when they win. Or pick 'em up when they crash. 'cause
those crashes are Mm-Hmm. Violent. Mm-Hmm. , the quitters,
they get scared, they cut bait. Fun. And then the ones that
are basically . Scott Adams had a really great book,
a really great Dilbert book where the, the main premise was to lay low and
not make the big mistake . Well, right. I've got a little history with
bureaucratic organizations
and I will say there's a lot of those. Yeah. And it's interesting, I, I occasionally get pushed back on
implementing EOS from really visionary, from really crazy visionary
visionaries. And they're like, I do not want to become
corporate. And I always say, we're not becoming corporate, we're
just professionalizing the enterprise. That's it. I'm not saying you need to
start filling out TPS reports like that. That sounds like hell Yeah. No, I agree. Because this is just a good practical
experience and a conception that provides direction and
proficiency for an organization. It removes that gunk, the gunk that slows up and gets lodged
and causes friction and makes things go break. This helps to remove
all that organizational gunk. Yeah. I had a guy during a
leadership team annual two day annual, halfway through day two says, you know what guys, I don't
think this is for me. We're like, what do you mean not for you? He's
like, this blooms off the rose. This place is not interesting enough
for me. This isn't gonna work. Okay. It's not gonna work for me. So for the
greater good of the company, I'm out. Congratulations. We're like, wow. Damn. Alright. Two
questions. Are you leaving right now? He's like, yep, I'm leaving right
now. I'm like, alright, question two. Are you coming to dinner tonight? He
goes, hell yeah, I'm coming to dinner. . Right. So he quit. He effectively quit still
friend of the company, still friend of all the
founders, still went to dinner, had an amazing time. He's like, I now know what a dog feels when the
leash breaks. He goes, this is awesome. Interesting. Interesting. Yeah. He was like, this
is not for me. You are my people, but this company is not for me anymore. The people that got you there are not
necessarily the ones that are gonna get you there. Mm-Hmm. .
So he was like, this is, I, I want to go do different things that
do not align with the core principles of this company. Our core focus is different
from what I want to do professionally and I wish you the best and I still wanna
have a bourbon with you. Yeah. Well. Let's go back to that because it brings
up the concept of personal mission alignment or your purpose,
your, your personal purpose. You've talked about building out the, the purpose and the mission and the
vision and all those things for the organization. But do you do it to the person just
to see if there's an alignment? Because there's gotta be a measurement
of some sort. If it's not internal, it's external something to
say, Hey, are you in or out? The measurement is the core values. Okay.
That's what determines right people. Ah. And because if
they're the right people, then they're gonna look at our purpose
cause and passion and our niche and be like, yeah, you know what? This is
what I truly want to do. Mm-Hmm. . So if you
look at EEO s Worldwide, our purpose cause and passion is to help
entrepreneurial leaders get what they want from their business. My personal
mission is to help companies grow. Hmm. EOS Worldwide's, 10 year target is a hundred thousand
companies running on EEO s My personal 10 year target is a billion dollars
of client side revenue growth. That's why I love being an EOS
implementer 'cause I'm dead on aligned. We're we articulate it differently
because I can't get to a hundred thousand companies and a billion dollars of
revenue side growth for OSS worldwide. I mean we do that, shoot, we probably
do that every month. Month over month. 20,000 companies. Yeah. So who needs this? I would say business executives
that wanna live the EOS life. It has to come from the top. I mean it, it is very rare that it would
come from the CFO bringing EOS in. It has to be the founders.
It has to be the owners. This is not something
that you do to your team. This is something that the
entire team says yes to. Creates. Yeah. Right.
They all get involved. They're all rolling up their sleeves. It's not somebody just coming in and
dropping a solution and say, there you go. See ya. They have to build the
wheel before they can drive it. That's absolutely correct. Which
is why in our proven process, the first EOS session is
called the 90 minute meeting, which is 90 minutes a time on my dime
that I give to any leadership team that is in any way EOS curious,
they get a sense of EOS. Right? Talk about us, talk about
them, talk about the model, talk about the process. And at
the end of it I just sort of say, is EOS right for you? And if it is,
am I the right E OSS simple mentor? 'cause if I'm not, I have 648 other people that
I'd be happy to email . Well, that's a brilliant
business philosophy. And I will say that it paints
a rosy picture for a lot of possibilities for organizations.
And as a knowledge management guy, I'm always looking for improvements of
an organization's operations. Awesome. Well this is just one of, one arrow in your quiver of
how to become a great company. Here's a nugget for your listeners. I generally try to protect
Mondays from session days, which are full, full day. So I can't
take any calls, I can't do anything. So I protect Mondays. And what I
do is I, in my Calendly, I have, I call a health first hour. And if you wanna talk about
wine or EOS or skiing or whatever, grab an hour. So
I, I'll send you the link, you can give it to your listers.
Okay. And if ever, you know, if they're EOS curious or whatever, find
an hour and let's just get together. Let's chat. Yeah. Yeah. Just for fun. I, you know, I
love meeting entrepreneurs. If you're an entrepreneur,
you wanna chat. Giddy up. , do you have that on a T-shirt? I do not. Well, thank you for
being here today, Stass, and I'm sure the phone will be
continually ringing off the hook for you. I thanks a time. Thank you for
having me. This was a ton of fun. You have just finished our latest because
you need to know a public service of Pioneer Knowledge Services. Please join us on LinkedIn
and find us@pioneerkss.org. If your company or organization would
like to help us continue this mission and sponsor one of our shows, email, B-Y-N-T-K at Pioneer Ks.