On today's episode of Gathering the Kings. I think if if they listen to that last little fifteen seconds on repeat, Chaz that could possibly change their life. Are you getting what you want from your business? Did you envision 70 hour work weeks where you can never trust anybody to do the work You're always the person that has to do it. You haven't built a team around you that can actually take any of the workload off.
If you if you're there and and you're dissatisfied with Chaz, right, then we're starting to talk about someone that may be interested in making a change. If you take the information that we're talking about and go, oh, that's so good. And then you end the podcast, and then you don't change anything in your business. It did nothing good. It it was no good. We didn't do our job. What's up everybody?
I'm Wolfe, gathering the king's podcast, coming back to you here today with another king on the stage. My man. Scott. Goodrich. How are we doing, Scott? I'm doing great, Chaz. And and, really, my pleasure being on the show. Thanks for the opportunity. Looking forward to this. Course. You know? So for for the listeners, I know we Chaz about this briefly, but for the listeners, you may have heard me over the course of, several hundred episodes now.
Talk about Culture Index, And, so you and I have the same profile, which is a pretty rare profile. We both have the ability to see high level and come down into the weeds, which fits right into your business. So why don't you tell us what kind of business that you have? Yeah. And I was noticing that just just in getting to know you a little bit jazz as well. That that is a little bit unique and and, maybe we can talk about, what what that looks like in the form of business.
But primarily what I do is spend my time helping entrepreneurs get what they want from their business.
And, we do that through implementing and and talk about all the tools associated with the entrepreneurial operating system or more commonly known as EOS easier to spit it out when you say EOS based on all of the learnings that have been pulled together a time from Gina Wickman, who is the author of the book traction, which is really the beginning stages of of what it takes when you try to build something and having an operating system, not
software, but a way that you're gonna run your business day in, day out. And so that is what I do most of the time. I've got a couple other things that I do some of the time, but EOS in helping small businesses get what they want is where I spend my days. Yeah. I love that. And and just like any good architect, having multiple projects makes perfect sense. Okay?
Again, that that one of those rare piece is around that profile is that, you know, you were extremely project oriented and having multiple things going on actually feeds us. Where I think a lot of people, a lot of entrepreneurs get get the shiny outages syndrome, and they try to do multiple things. And then there are, you know, just the the few that actually get get life from doing multiple things.
Maybe they're serial entrepreneurs like you and I, but it's just a little bit of a just comes a little bit more natural. Doesn't mean that other people can't do it. Right? It's who you're working with. It actually also influences which way. So we have this. I guess it's it's it's a bit of an assessment that we do. If if anyone's ever read the Rock of fuel, which is kind of book number 2 in the traction library.
And that talks about what it means to be the visionary, what you're talking about Chaz at that high level, the idea person coming up with, hey. We're gonna do these next ten things in the next 2 weeks and, you know, always dreaming about the next thing. That's that visionary piece. And then the really the yin to the yang is the integrator.
Chaz that's the person that gets stuff done and in the businesses, the glue, and and they're gonna drive the p and l and manage the people and make sure everyone's really getting going on what the visionary wants to achieve. And in many ways, access the governor. Yep. To the visionary energy. Right? That's when you get it really going. Those 2 working together, thus rocket fuel. Right? 2 different things coming together for takeoffs.
So when I talk with clients, I'm typically coming at them from an execution side. Yep. I'm talking to visionaries. They've created this business. They have this great idea. They've got a product. They wanna bring it to market. They just don't have the the way they're gonna do it. The the path, the execution path to make that a reality and make a business that's gonna be built to last. I'm coming in from that side.
And in my rocket fuel assessment, I'm actually lean heavier on the integrator side. Swining over to my other business, My wife and I own a small business here in Arizona, and she's even more of an integrator. So I kinda move into the the visionary side. Like, it was my idea to do this. And now She's running it day to day, so you kinda wear that at.
So Yeah. It is a little bit of, in relative comparison to who you're working with, but, ultimately, most of the time, you know, that that execution side is what kinda comes forward and it it just goes back to what I've done for a lot of my career when I wasn't running this is. That's where I view it. But, yeah, it's a unique bird that can do both all the time. And I think that's you. Alright. It should be a struggle. So Well, yeah.
The let's let's break this down because I think the the the majority of listeners Chaz entrepreneurs are gonna be that visionary type, right, where For sure. Where they're gonna be all ideas, all gas, no breaks, no systems. Now that doesn't mean everybody. And so if that's not you and you're listening and you're more systems oriented, then that's okay. Then then you maybe just lean more towards that naturally.
But for the majority, entrepreneurs are gonna be a little bit, you know, a little bit wild. A little bit over here. And and and that's that's the energy Chaz you mentioned to kinda really start the thing from from nothing. That's that's the gumption or or really just the risk or, like, you know, like, almost naivety. Like, I didn't assess anything. So, therefore, I started this thing, and the the guy that assesses everything came later. Thank goodness.
Because otherwise, we would have never gotten started. Yeah. It's all Chaz it's all those quick start folks. Right? Got an idea. Let's just go go go. Oh, let's go there. Let's get after that. Yeah. It it it's is great because the world needs them. Exactly. And it's also dangerous, right, because it you'd got this high risk tolerance, but also risk failure, risk failure. Right? Remember that that is that is the pattern that you see there and and just interesting note.
And then we can the the numbers are crazy, but it's somewhere between four times as many Chaz many as many as ten times as many visionaries as there are actually the integration. Yep. So our visionaires are always searching for that yin to their yang. They're always trying to find that person that's gonna really work with them and and it's it's just it's amazing. And I we've always used 41, but I was talking to someone recently about but it feels like it's more 88 to 1, 10 to 1.
Yeah. It's just so many people with ideas, but then they get into it and like, oh, this is what this takes to actually run a business and I've gotta do this work and I gotta bring these people on and, you know, manage them and get one right. I'm Chaz that is a when we when we talk to folks after that is typically the area where we have to spend the most time is is trying to find those complimentary pieces to their ideas.
How does someone maybe, like, take into the account of I'm an idea person and I don't do systems very well versus I'm an idea person and I'm just kinda lazy. Because there's a there's a there's a work ethic here that Ted especially younger entrepreneurs that might be listening, and they just kinda want it done maybe for them. There's a done for you kind of approach with the younger generation.
So what's what's the difference here between maybe work ethic and then just recognizing like, no. This is my natural skill set. I need the yen to my yank to your Stewards? Yeah. There's actually a cup there's a tool that you can use it if you're that type of person. This is one to get hard for a visionary to do, but if you're willing to take time and be introspective. Yeah. There's a tool that we use that can help that. We it's a pretty simple tool as most things are with EOS.
We we try to keep it simple. And just understand that it's the it's the repetitiveness of it all that actually allows you to build some of that traction. But the tool that we use is a simple one called delegate and elevate, but it really just about an understanding. What do you like to do and what are you good at? Yeah. And post Chaz, what don't you like to do and realizing you're not very good at Chaz? And it's a 2 by 2. So think four boxes.
And, obviously, everyone, whether they're a visionary, integrator, you know, data analyst, wants to be in the box where they're doing stuff that they really like to do and they're good at. Yeah. And then the company's working well when you get everybody in that that sort of that upper left quadrant when you got that high want and high skill. The the danger is when a visionary has to dip down into the I don't like it, and I'm not good at it. Right.
Because then anyone that worked for him or her or that wanna to come on board for him or feels like they're getting, you know, whipped back and forth Chaz the visionary changes his or her mind from day to day outward hour. Yeah. So that tool can be helpful in understanding that. And then the willingness to say, okay, if that's it, I've gotta find the person that actually really likes to do that because the beautiful thing is motor, you can always find someone that loves to do the stuff you hate.
It's a it's an amazing thing. Those folks are out there. And use them because you hate to do administrative tasks. There's plenty of folks that just love it. They love organizing. They they won't spend their whole day doing that. Let them. I didn't find those folks and and give them that chance. That's gonna let you elevate your game.
Let you focusing the things you're really good at, which is coming up with the next idea, building the culture for the organization, managing huge relationships that are out there as you build your business. Right? But embrace it and get after it, but don't try to wear another set of clothes and and then manage that thing day to day because you're gonna be miserable and guess what your rest anyone that you bring on board gonna be miserable.
And then they're gonna talk about, boy, I don't like working here. This is not right. I don't like this culture. Well, it's just because you're you're wearing the wrong set of clothes. Bring someone in that's got those that that's got that for you. And you're gonna be much bigger and you're gonna see your business grow that much faster. Yeah. I I I think that there are a lot of people recognize that Well, I guess you maybe have 2 camps. You have the people that you just address over.
Like, I don't know if I have a belief that there's people out there that actually want to do this stuff. So you just address that, which I think is fantastic. Because there are there's plenty of people, actually. And then over here, the other camp is is that I believe that there's people out there, but I'm not I just I hold things tight because that's what entrepreneurs do. It's our baby. I I have a troubles delegating. And so talk to that person for half second.
Maybe they're a visionary also, but they're just doing too much. And they should be giving them away to people that are qualified that are out there that want to do these things. They know it, but they're just not. I would I would just ask folks in in that situation, and and it's okay what your answer is. But if you if that's that's you and I and I can't let go, are you enjoying what you're doing? Is this whatever it is? What you thought it would be.
Yeah. If your answer to that is yes, I love working 80 hours a week, 70 hours a week. I love doing everything. I love being the person. It fulfills me internally. And if that is and that satisfies you, and that's who you are, there's there's nothing we're gonna do. You and I or any assessment that's gonna stop them from doing that. So I say go forth and prosper. Like, that's that's great. On there. My guess is that that is a very small percentage of that items. More than likely To be honest.
There are not Right. Right. If they're gonna really look at themselves, they I'm really not happy. I really didn't intend to gain flexibility in my life by leaving a w two job. Work 80 hours to try to figure out how to get this widget tomorrow. Right? That's not what they my guess is that's not what they intended to do. They may be in and out that's not what they intended to do.
So if you wanna be honest with yourself and look at that and and take the moment to, you know, read a book, listen to a podcast, to whatever it is and really understand about yourself that this this is not fulfilling me, then then let's have a conversation. And that conversation can just be I'm gonna turn you to something that you can read in research and see if this actually, you know, try it on. There's tons of books out there.
You know, I probably read all of them together, but, you know, read that and say, okay. Which one speaks to you? Right, and and figure that out. And and but, you know, I would just say that for anyone in that boat, if you gotta have three things in place, regardless of which side of the coin you thought. One is, how are you running your business? We call it an operating system. EOS is 1. There are others out there.
Obviously, I talk about EOS, but there's others that that folks will find more to their liking. Great. Have an operating system and run your business that way consistently. 2, have a have a peer group. Some people that you can talk to pick 1. Right? It can be, you know, it it can be a group of folks of like minded. It can be something that's establish, but go out there and find that peer group for you. That's gonna work for you. That's gonna speak to you. And lastly, have a coach.
Have someone that you can lean do. But everyone that's in the business that's gonna get on those 3 things need to be present because if they're not present, you're gonna be missing something then. You're not being honest with yourself because those are the types of folks who give you the feedback to help you see the way. Absolutely. Well, I I appreciate the the head nod there because obviously EOS something that we use.
And so I'll give you the head nod back and saying that the listeners are, you know, contemplating if they've I'm sure that they've heard of EOS, but if they haven't, then they're like, okay. Well, we're gonna talk about they're so stay tuned. But if they have heard of EOS, they're like, how do I do this? I'm gonna get to that here in a couple seconds with some questions I've got for you, but this is something that I use in multiple businesses. And it is powerful.
And then in addition to that, the peer group, you know what? There's this thing called Gathering the Kings. It's fantastic. That that is that. There's the thing. It's out there. It's like we were meant to be together. Yeah. But I appreciate that. Let's get to some of the questions about EOS because I can only imagine someone listening right now going, okay. I've either read traction or I've heard, I mean, it's been recommended on this show at least a hundred times. And so Right.
Breakdown for me just for the listener right now who's maybe familiar, barely, or has never heard of EOS, give us an idea of what the operating system is, and then I got some other questions for you after that. Absolutely. And and Chaz, just to let you know, you're not alone. It's about 10 to 1.
The number of companies that that read the book have the familiarity with it, have the the self belief, and we'll we'll take the tools and put them into business themselves and put them into their practice. So Chaz that is what the majority of folks are in that space. We've got a couple 100,000 companies by our estimation that are running on EOS and what we call self implementing. Right, taking the tools and putting them in there and seeing what works for them.
So then there's probably somewhere around 23,000 companies right now that are working with a professional implementer. That's what I do. And having that person come in and guide them on that journey. And so the first thing to take away is EOS is a journey. It is not a symposium. It's not gonna go one day, figure it all out, put it in, and all of a sudden my business runs well. Like, that that is not what this is. Right?
We typically say that it's a it's a 2 year journey of of in a mindset change and how you run your business. And like anything, the consistency of applying the tools and the disciplines that we introduce is what's gonna make the difference. So there there this is this is the deal. There is no overnight successor, right, the overnight successor that takes 8 years. Well, We say it takes 2 years for you to gain mastery of the tools that we introduce. The tools are simple.
They've been around for a 100 years. They're gonna stay around for a 1000 more like they have been around, but it's it's the consistency in the application of them. That is so critical. Without going too deep into the weeds, there are 6 components of EOS that we work with companies to get them better at. These are outlined in traction. If you've read the book, you you've heard them, We start with a vision of where you're going and how you're gonna get there.
Do you have all the right people in place to make that happen? Are you looking at your business through the lens of data? And digging into the real numbers as opposed to your gut instinct. Do you identify all the issues and things that you wanna fix and need to fix and working on the ones that are the highest priority? How strong are your processes? And do you have them? Not huge binders, but high level, like, are you gonna do the same thing every time so you can scale?
Which is so critical enough to reinvent the wheel. And then lastly, how are you building traction? And we do that through a couple ways, but it's about building weekly meetings in there where you're staying on point 90 day living where you're looking at what the next 90 days is, what's the most important. So those are the 6 components, vision, people, data, issues, process, and and traction.
And the whole journey of the US is just to strengthen those 6 components through a bunch of tools we introduce along the way. Love it. So we'll we'll go deeper on that, but that that gives you a highlight of it. And, you know, if you read the book and want the movie version and anyone like me or anyone else will will walk you through it, that's what we do to make sure that clients fully understand if they're ready if they're ready for this because some are Yeah. Frankly, some are ready. Right?
And we we wanna assess that as Wolfe. Their readiness is so critical. When we're talking to a a potential client. The mindset has to be in place to to accept it. Right? And this is where your business in mind are gonna be similar because it it I I tell people who are inquiring about gathering the Kings. I'm like, I'm gonna give you some information here, but we're gonna make sure we're on the same page first because if we're not, it's not gonna work.
I'm not looking to convince you about anything. Same thing with EOS. It's like if we're talking about a 2 year journey of understanding principles and then implementing, I'm not gonna convince you today, and then again next week. And then again, like, that's just not gonna work. Right? Wasn't it gonna be fun for any? No. EUS is something that you do for your company. Yeah. Chaz good. Not to your company. So if you're in a position where you're ready to make a change, you are dissatisfied.
Going to back Chaz you talked what we talked about a little bit earlier, which is you getting what you want from your business? Did you envision 70 hour work weeks where you can never never trust anybody to do the work? You're always the person that has to do it. You haven't built a team around you that can actually take any of the workload off. If you if you're there and and you're dissatisfied with Chaz. Right?
Then we're starting to talk about someone that may be interested in making a change, but you've kinda Chaz that that that mindset that says something's gotta give. I have reached I've reached a point where something's gotta give. If you're not there yet, That's not gonna convince you of anything. Yeah. Yeah. You're not not gonna try. Right. Right. Because that that you're not gonna enjoy it. You're gonna feel like, Oh, I have hired this guy, Scott.
I I'm he's doing something to me that I'm not that I don't like and to my team. Yeah. That that's that's that's not the right spirit to to attack. Yeah. That won't work. Okay. So let's let's keep on the same lane here of EOS and the value of, but let's talk about the difference between self implementing, which obviously you said a ton of people do, but then there's also, you know, tens of thousands of people who hire someone like you.
So what's the major difference in maybe even why someone listening today who's thought about EOS, why they would hire someone like you as opposed to just doing it themselves. Yeah. I'll use an analogy first Chaz I'll dig dig a little deeper. Right? So, you know, I know you liked it, Jim. I liked it at the gym, right, that it's all good. I mean, that's part of a part of, you know, just staying physically mentally fit.
If you've got the discipline and you can get up and get to the gym and follow-up follow a path, great. You don't need a personal trainer. You don't need to follow along video. You know the drill, you've done it for a long lap, you're good to go. Great. Some of the folks need the appointment with the personal trainer. They need the class to get to they they need to have a video playing that they can follow on to. Right? That's where an implementer comes in.
We can be that personal trainer for your business and helping to hold you accountable because maybe that discipline doesn't exist in your organization to hold yourself and never So that's the analogy. What we will say to clients is we're going to do is really hard to both be in the system in the business and realize what's happening to the business or on top of the business Chaz that having that insight into both is a challenge. Not saying it's impossible. Yep. But it's it is a challenge.
And it's when folks realize, am I having that right, that discipline? Sure. You have the discipline to work 7 yards a week, but do you have the discipline to hold everybody accountable? Every day of the week. Do you have the discipline to maintain? These are the most important things for the next 90 days. Do you have the discipline to say every week we're gonna look at the metrics and dive into them?
Right. And I know it sounds silly, but the discipline to hold the meeting at the same time every week with the same agenda, which is so critical to building traction within your business, one of the hardest things to get someone to do. And it seemed to me, to you, like, well, we hold meetings every year this time. Everyone shows up and do it. Like, that seems like second nature. Man, I mean, I talking to clients, like, yeah, we we didn't have our meeting for 3 weeks. I'm like, I don't know.
What happened? What were you doing? Did Chaz work? What? What? What are you doing? I appreciate that. It's doing work. I'm like, that's just not gonna work. Right? And and then we have a a quarterly meeting. We get together. We spend a day together and like, yeah. This isn't happening. This isn't working. Like, how's those meetings going? Like, oh, we haven't held the meeting a while Yeah.
You might be able to reduce these issues that you're bringing forth here if we you you just attacked them week in week out. Right. But it's simple, not easy. Yeah. Right? That that the the discipline and accountability that that comes with Chaz, it can be a challenge for folks. Particularly those visionaries that are ready to get the next shiny thing going. Yeah. Like, okay. Go to Justin. Serve that client.
Yeah. There's a value there in the in the trainer analogy that you gave, even to the guy who is disciplined, and I even take my own fitness journey right now. Is Like, I've been super disciplined with time and then now with different exercises, but I'm finally to the point where I'm like, okay. I now need to go to a level where I've never been.
And so you had mentioned earlier, you know, obviously, a system, a peer group, and and a coach, and those three things kinda even together allow for even the guy who says, well, I can do all this myself, there still has to be perspective from whether it be an EOS implementer, because like you're saying, you're help you helping them look on the business as opposed to being in the weeds, or a peer group who can say, hey. Well, hey, have you thought about this?
Cause I've had the same problem, or a coach who can come in and, again, just challenge with questions around you've probably not thought about this before, but and it's like, oh, wow. My my perspective changes. Now my workout my workout in re in my routine or or, like, specifically what I'm doing or what I'm eating can change, and I can go to the next level. But if I always stay stuck in that I already know what to do, because I know that there are people like that listening right now.
They're like, oh, I got it. I read the book. We're good. Yeah. Yep. And the reality of it is that there might be some, to your point, but there's probably some that are saying that that are like, you should just stop what you're doing and and and look up Scott Goodrich and and because that's just the reality. We're using this fitness analogy, which which I love now. I'll just take a step further.
So 15 years ago, I had to attend a a funeral and I put on a suit that I had always worn when I had to do something like that, and it didn't fit. And I'm like, okay, Scott. What are you gonna do next? Like, what you're doing? This jog around the neighborhood is not a thing. Like, Chaz is not gonna get get you back to it. So for me, my coach just came through at the time. It was p 90 x. So I'm I'm an old guy dating myself, but that that was my coach.
And I did that thing religious, like, I didn't miss. And I went through cycle after cycle, then I bought number 2 and number 3 and, like, but Tony Horton was the guy. Like, he was the coach that was there. I was following his system. And then I got to the point where I gained some mastery of those things.
So now I don't need to pop the video in, and I can watch sportscenter or whatever, but I I'm still doing it, but I don't have that coach all the time anymore because I gained a degree of mastery by knowing his certification. We do the same thing for our clients. We want the client to gain mastery. We want we want them to graduate. Yeah. We we are not we're not looking for a lifelong, you need Scott or any other US implementer to hang with you forever.
We're here as long as you need us, but we anticipate that sometime around the 2 year mark, you're gonna be like, now I've got it. I have the discipline. I'm in the rhythm. Scott, maybe we'll see you once you're maybe we'll see you never. Okay. You've graduated. Fantastic. That's our goal to have folks take that and and bring that mastery in amongst their team. We are gonna teach you how to fish. We're not gonna put the fish on the plate for you.
And that's why that makeup of of a potential client or someone that's considering this is so critical. If you're not having any doubts, if you're the I got it. I got it. Then you've got it. Right. And and there's nothing there's nothing we wanted to move forward on there for for both sides because Nathan That's right. I do have I've had several clients currently even match my clients that are using EOS at, you know, in the way of hiring a nimple mentor. And one of them said just I don't know.
This was maybe a 2 or 3 weeks ago, is that the benefit for them to bring in the implementer because this this person I'm referring to is extremely disciplined. And they even knew that I I really don't need this from, like, a execution perspective. But for them, it was the ability to give it to somebody else so that the team didn't have to take the new information or the system from the owner.
It was it it was the value of going, we are all gonna look towards Scott, and Scott's gonna give us the answers, and we're all gonna come together. And Scott's gonna give us the EOS process here, and we're all gonna kinda jump on this journey together as opposed to I'm now giving something different that we're gonna do as a business owner. It was just that freedom to say, no, actually, not that Scott's the bad guy, but but kind of a little bit.
You know, like, He's the one bringing all the the meetings and the organization and and the change. Right? And then, of course, that eventually warms the team up, and now we're all in place and we're all in all in good order, but they didn't have to be the the the person just disrupting everything. They kinda pointed the finger at the at the implementer, which is great. That's what a coach is for. Right? Yeah. Absolutely. And and the thing that in that case, which can be really helpful.
So we talked about the execution on on the traction. I mentioned earlier the vision that that comes along as your strengthening those components. The last piece that we promised to bring to our clients is some team health. And it can be hard if it's the integrator or visionary that is doing the implementation because when we really get into a team health session, which we do periodically during the journey, everyone is around the same table looking at one another, and the feedback is a vehicle.
So even though the visionary is the 1 the the leader, if I'm sitting in the finance seat and I have a concern about the visionary, what he or she may do in certain instances. We we lay that opportunity out there for that to occur open and honest feedback in building trust amongst the team. Right. And you get to a place where it's really, really a healthy environment to work with one another. And that is really hard to find as well.
Particularly if there's a family dynamic or a friend's dynamic that has happened as this business got them. Yeah. Because team health then, although, Wolfe, we're relatives, but that the health is not there and that went in where the strength the teams come from. So implementers can help really address just team health and bringing that visionary into an equal level. With all of the folks they've surrounded themselves with. There's a lot of value there.
Once again, if you're open to that value and building a healthy team. Hey, Kings and Queens. Chaz Wolf. I wanna talk to you about something that's super important to me. We put a lot of time and effort. We, meaning myself and my team, into this podcast, into the content that goes out every single day. And if you have been getting any sort of value or insight from this, we want it to be able to reach other business owners too.
So we would love if you would like, comment, share, leave a review, post, share again, all of the things. On social media, on all the different platforms, or even on the podcast mediums of Apple and Spotify. We would love to be able to get our content into more hands more entrepreneurs so they can grow their business as quick as possible. Together, we are building a community of like minded entrepreneurs who are committed to growing their businesses to new heights. So Let's do this.
Let's help each other. Let's help each other grow. Yeah. I wanna ask you a question, and you can use your own experience, in business. Either this this particular business of coaching and or your other business that you have or reach into all of your clients because I really wanna know just when thinking of because we talked a lot about systems, and I and I believe systems are a good idea.
But what I wanna know from your history is what's, like, a key decision that either you've made or you've seen made kind of over and over and over again that's real practical. You can give it to the listener right now, and they can go implement it into the business? So I'll I'm gonna grab a tool that that I that I feel is often overlooked and and devalued. And it's the simple act of scorecard. And and that scorecard is it's not a look back at what happened. Right? That's a monthly business you.
Done plenty of those in my life. I'm sure you have as well. It's like, okay. What just happened? Alright. A scorecard is actually a reflection of the key metrics 5, 6, 10 metrics that are predictive of what's gonna happen. Right? They're the activity based things that you as a business, have control over Chaz you're doing week in, wake out, and are we red or green on those things? We don't allow for any yellow.
And that scorecarding we'll we'll bring bring more discipline and build more traction there because it actually eliminates the surprises. You don't have to worry about why we're not having any new business because we actually didn't do any outbound work to generate any new clients. Right? We were sitting back in our heels and hoping the website done it or whatever they are. Right?
You're you're actually tracking those metrics at the company level and if you're big enough at the department level Chaz are predictors of where you're going. Yeah. Taking the intuition out of it. So so critical. And I'll then I'll I'll flip that idea over to my business that that that is starting with my wife and I we we bought into a franchise which is to to put a camera down in the franchise as a whole struggling, but but our business is is doing quite well.
And one of the decisions that we made on the score cutting side is we pulled a metric out seat utilization. Right? So the the franchise is a haircut and color franchise. So alt guy haircut shop. No judgment. I haven't been to a shop in 30 years. I just happen to own one. Right? But but these the metric of utilization utilization was so critical because we've been it caused us to say, well, we're underutilizing. What's the staff? What is it the hours?
What's the length of time we're allocating to each one? How many do we actually need based on client flow? That one metric of looking at utilization informs so many other decisions, and it wasn't just gut instinct. Oh, If we stayed open for longer hours, I'm sure we'll see more people. They actually inverts happened. We shortened our hours, concentrated our clients, in some more class.
Not got instinct because when we opened the the the shop based on what the franchise says, like, longer hours are better. You're sure to see more people. That's right. Wolfe, that's hard on staffing, super inefficient, costly, because they're all w 2 employees. And that that concentration of efforts by actually looking at, oh, our seat utilization is in the thirties. Well, that's really bad. Right? We we actually ran, like, 90% seat utilization in September. Wolfe.
But, you know, now this was a journey. It took us years. And we we made some really aggressive operational moves in order to make that happen. But now we actually run the most efficient location in the entire franchise. Sure. Barna, there's just no way. And we're looking at that each and every week, looking at the staffing. How do we do that? And we actually know how many open chairs we have weeks in advance when we set a schedule now. Call in and say, but we we have a real good set.
It's predicting how we're gonna be. Now when we're open, we're there for any client that either wants to walk in Right? Yeah. And so just to kinda use that example and bring it into some some practicals, you're all scorecard, you gave the chairs, and you said I can predict in the future when they're gonna be empty in essence. So for a business that maybe isn't a hair, color and cut, They're a a remodeling company or a marketing company or a fill in the blank. It doesn't matter.
What we're talking about is lead generation. And the process of, right, and some of those things are the numbers on someone's scorecard. And you've previously determined ahead of time, how many seats need to be in the in the or how many butts in the seats and at what times Yep. And what the ratio is.
And and that way on the scorecard, when that number dips below a certain number, it's now gonna predict something in the future so that you can make some adjustments just like in my remodeling business. It's okay. We need a certain number of leads each week. We need a certain number of first meetings, certain number of second meetings, certain number of closed deals, or a certain percentage based on then a revenue and a margin split.
Like, there's all these indicators and we should know on our weekly L10 meeting of, like, are we on track or not? Not like, oh my goodness. Like you said, looking back, uh-oh. Last month wasn't good. Yep. Right? Yeah. And and the and the US scorecard blends those 2 together. So when we introduce this to a client, it's twofold.
It's 1. Okay. Let's have a goal and understand what the last week looked like, but we also look back at the last 13 weeks to look at trends so that you can also use that best information to inform and see, okay. We have a wrong number here. We have a wrong metric in here, or we are not addressing the root issue here. Every small business owner is faced with, you know, a 136 problems at any one time. Right? You you know this. Your stuff is coming at you.
Left and right, particularly in the early stages. So how do you make sure you're working on the most important thing? Well, the scorecard will point you the way. Like, oh, the the most important thing for the remodeler is that I have one of my sales reps in front of a client in their house looking at it. That's the most important thing. Okay. How am I gonna get When I don't have that, I know nothing's getting close because we're never closing something unless we get on-site with the client.
So how do we build that from there, what are the activities we need to take to make that happen? And it it it should take the mystery out of it. Right? And just say, you know, sell more. Okay. What exactly does sell more mean? And let's get in to those. And most salespeople do know their numbers, but are they tracking them weekly? Did they have it to that and that's where that discipline comes in. So for me and my coaching practice, right, I do the same thing. And it's it's it's just me.
It's a coaching practice that's getting built to, like, okay. What did I do last week? What was my scorecard? Oh, surprise. You don't have any client calls this week because you didn't do the work last week to to have a client call. Right? So you know, I'm doing that Sunday night to take a quick look back but holding myself accountable to what's red and what's green on there and what are you gonna do differently in the week forward? To actually enact a different results. Yeah. Right.
There's no hoping. Right. It's it's right there. So I I I think because visionaries and entrepreneurs are so instinct driven and and have such a passion for whatever they've created. Data Yeah. It it it's there, but is it truly in in there? And and is it truly something that's being used to to drive decision making? Yeah. Chaz that's that's what I would say is the one thing that has has made all the difference in in our business.
Yeah. And I wanna just give another plug here for you because the the value here of the implementer or someone like Scott, even with in addition, because there's plenty of implementers. K. And I've met several of them. Someone even, like, particularly Scott, because the way that he understands data and process himself and has done it in his own businesses is a huge another value because for you might be listening right now going. This sounds like a lot.
You got you got 2 I don't know how to do it. Right? You got 2 very fast moving, very fast talking, a lot of detail. We're we're talking about some really, really good stuff here, but but the other person on the other end is going, I don't know what to do with this. Right? And so what what if you are feeling that, that's probably your indicator just reach out to Scott. And whether you end up hiring him or not, neither here nor there.
But start the conversation would be my encouragement to you because if you take the information that we're talking about and go, oh, that's so good. And then you end the podcast and then you don't change anything in your business, it did nothing good. It it was no good. We didn't do our job because our job really today is going, look, these principles running on a system, being organized, having a scorecard so you can keep metrics, like, Yes. It sounds like a lot. And it is.
That's why people like Scott exist. And so just wanna encourage you to just take a pause here in the in the in the audio here or or even the video. And and check out Scott information below. I wanna ask you the opposite end of that question, Scott. I wanna ask you the bad decision. Again, whether that's yours, even in your own franchise or something that seen a client do, just so you just, you know, don't do this. What can you share with listeners?
This this is an easy one, and I'd love to have gone back in time and did it. When we decided that we were gonna pursue opening a franchise and really scratching that entrepreneurial itch that had existed at least in these back of my teenage years that I kinda stop scratching for a while and then went back to to own my own thing. Right? And and we we can talk about it. That that mindset. But when I decided to do that, I was told promised marketed to whatever.
I I I took it at face value that this was a semi absenteeed absentee opportunity here. Just let us take your money. This will turn into magic. Yep. And and not that simple, of course, but but but the point being, well, I was not into hair. Right? And I looked at a bunch of different investment opportunities and and selected, you know, a a internet proof opportunity that thought had had long lasting value, not pandemic proof, internet proof. But, right, different story.
But but that but that was okay. I'm gonna keep working while this thing just spins up cash on the side. I think there could be nothing further from the truth. And if I could just go back and, you know, hit that guy upside the head back back when you made that decision in in 20 16 and realized, no. If you're gonna go in, you need to go in. Yeah. You you you Chaz dabble. And and and that that was on me.
And I had this the this ego and pride of ownership as the space got built out and we opened the doors and we we did man, oh, man. You know, we went from there to the struggle bus to holy cow. Do we have to close the doors in this place? Like, all because we're trying to My wife's the same. She was working hard at at her job. I'm working at my job, and then this thing is, like, on the weekends and in the evenings, we're checking out, like, that is just no way to make a go of it.
And and then so if I could go back in time, that's what I would would unwind and and undo. And and it's one of those deals, Chaz, like, if I only knew then what I know now, Right? It would let oh, that but that's how you learn. I mean, that's and that's a story I can then carry with others. Right? You'll learn from that and then can carry that forward and and for me, that is You know, that that's also powerful in and of itself.
Yeah. I mean, the the the power of focus or the the ability to go all in. I mean, you've referenced several principles here of whether it be commitment or obsession, double mindedness, you know, it's just really tough to be in two places at once. And the the the problem is is that, like you said, it's early on, there's just a lot to do in the business.
And so there's there's people listening right now who are, let me say, younger tenured in their business, you know, 1st couple of 2, 3, 4, 5 years, and and and it gets to, you know, 3 or 4 or 5, maybe 6, $700,000. And then they you're like, what's next? I'm let me open up another business. Or something, right, that maybe they had a job, you know, back and forth.
And and I think that for the majority of folks, it's exactly what you just said, which is just like it it literally actually keeps them from doing either well at all. There comes a point. So let's talk about at some point, maybe that business, because now you've started another business. So what was the difference between the Scott back then that you she was like, you should have just gone all in and focus on the 1. Now you have 2. What's the difference? Couple things there.
The learning right, and applying it to to the second time. Right? So you're you're just you've gained that incremental degree of wisdom from what went wrong the first time and and by no means have all the answers the the next time, sir. Right? So so I'm not not by any means there because it is a journey and and I'm just adding to the wisdom, but you're never reaching. The the the end game. So, you know, you bring that in and and you you've had a couple there, and I and you're like, okay.
This went wrong. First time, I'm not gonna do that. Oh, now I'm gonna make a new set of mistakes. Right. Right. So Chaz that that's part of it. So for for me, that that's that's 1st and foremost that that that I take in there. The second one that is a little bit different is this this work that I'm doing today is just a natural coming together of the things that I've done all along. Yeah. It's good. Right. So so I'm combining my background as a coach.
No matter the job I've ever Chaz, coaching, mentoring, leading others, like, so I've coach, you know, coached basketball for a while. I coaching is just who I am. That translates directly over into helping clients. I have a story around what worked in or importantly, what didn't work from owning a business and having and and bringing that in there. Like, that was such a part of my journey there and having that come in.
And then I have this whole execution side, which is what I spent my career at as a w 2 employee helping companies execute their planes. Right? I was an operations guy. So coach execution and this entrepreneurial failure and and recovery come together, and that's what I I try to bring forward to anyone that that I talked to about, you know, what it might look like if we were to work together.
And and One of the things that we do in order to make that is when we talk to a client, we are we're we're giving them a chance to to match make, if you Wolfe. The maker thought they wanna work with someone with that journey, because you know other matters, they have a much different journey. Yep. Fantastic. Right. That's great. Well, everyone's got their own journey in their own story. You've got your own so we just try to bring that forward in there and and try to find it right, Matt.
For anyone that we're working with. But going back to your original question, that that that's the difference in this car, and I'm still making mistakes. Oh, yeah. My goodness. I'm making mistakes day in day out. And and even you know, just, you know, pivoted two times this year, but, okay, why you spend your time on this? Spend more time on this. Right? Yeah. That's never never going.
Tools now that I'm able to assess and pivot a little bit faster than what I was doing 6, 7 years ago, trying to figure that thing out in in space that was really foreign. Yeah. I agree.
I think that underneath those things that you're, you know, trying to stay away from in the second business, obviously speaks to that you have a business already that's, you know, humming and doesn't mean that you've left it and that you're, you know, mailbox money at this point because you're obviously clearly still running it and your wife's involved. But the reality is, isn't it? I'd like to flip it around.
Yeah. Clearly, my wife is running it, and I'm involved, and she gets all of the credit on that. So Love it. Should this ever reach the ears of her or somebody else Yeah. She's she's there. Right. No. She's look. You gotta gotta give her her credit. I would I would just describe what what she has done and what she's jumped in as the integrator Chaz the person that's in there in in good and really driving this thing has been nothing short of remarkable.
And then it's really testament to her and all that she's done. I bring some of this other stuff to it, but one let's just face it when we're talking about it. It's 98, 99% her, and I'm, you know, I'm on here coming in and out of there, but the journey is ours together. Yeah. Which I appreciate you, clarifying that because it actually makes the point, which is that you now because, you know, whether it's her or an integrator or the system or the business, like, it's it's working. It's in place.
There's there's a process she's clearly capable and and, like, doing it. Like you said, it's not even just like you gave her permission. She's been doing it, which now as a visionary, it's like, okay. Now I have capacity, maybe, to do the next shiny thing possibly. And so I think I think that, obviously, you guys are making a great team.
Yep. Yep. Yep. And, well, well, I'm saying that's when we go where we first started this is this is where I can kind of flex that visionary side a little bit and and have Chaz. And and we we run that business on EOS. So we, you know, I am actually, in this case, self implementing because I'm facilitating us through that journey and and that doing. So we can apply those in there and then she's, you know, the one that's been taking forward and executing on it.
And so we we we bring that to to to that business and it that's why I'm saying opening our eyes up around what are those things that are really where we had the gaps where the areas of weakness that we could address. Good. Let's talk about family for a second before we kinda wrap up. Obviously, you've been in business with your family, but I I I'm gonna take an angle from, the comparison between the word obsession and balance. I don't believe in the word balance.
The obsession answer for me is us going all in. You kinda referenced obsession when you said you should have left your job and just gone all in or whatever that could have been for you back then. It's the same spirit of like, okay. We know as entrepreneurs to go all in on our business. That makes perfect sense is what we do naturally. Like, we're all in. 70, 80 hours, 100 hours, whatever it takes.
But then oftentimes, what we do is that we don't know how to obsess at the same time, with our wife in marriage or with our children or with the health. You mentioned, you know, p 90 x, which I was a fan of as well. It's like, how do we do all those other things with the same intensity with the same obsession and not worry about this like, oh, I gotta balance everything. How do you do it? It's a great question. You'd like to think you're doing it Wolfe.
And, you know, I I'm think of a little older than you and looking back, my kids are are adults. And I there are occasional times when I look back that, you know, then I said, was I there as much as I I could have been for them. And I, you know, we actually talked with everyone. I'm like, did you get get everything you needed and what's that?
And and they're, you know, when you're in the middle of it, it's like, well, let me provide provide provide let me go after this and chase this and here's a promotion and here's a business and, you know, whatever your your journey looks. That's right. But but but it's it's not a it's not a it's not an easy balance for sure. I think I prioritized to the best of what I could within the moment. So the the things that that I've heard of, we were there for our kids for whatever they were taking on.
So if they were running, my my daughter was a runner in high school, so she was running a race, said, 4 o'clock in a Wednesday afternoon in the Arizona heat. Like, I was scheduling a work trip around Chaz, and I was getting to that and and there, like, my I cannot tell you how many club and college baseball games I watched of my son as he was a baseball player in doing it. So Chaz that was the bounces.
It was to be there for and have those moments when we we didn't take a ton of vacations when them, but when we were looking for colleges, we turned them in a little mini vacation. So as the four of us would go check out of college and see some stuff in that town and do that. So those are the things that I I feel good in pointing it that we are providing that that opportunity for being there for them and with them. In those times. And, you know, I think they would they would say the same.
Like, okay. Yep. You were there. For some time, even if work called you away or had to do this, you know, those those those bright spots are there. So, yeah, that's Chaz was a priority. For me, health became a priority, but I said that kinda had that that moment back, 15, 16 years ago. So I but I just do it before everyone else is awake. I mean, I I I I just said, okay.
I'm gonna I'm gonna shave a little off this and prioritize that, but I I really you know, miss a a morning where that's the first thing that I do. I wake up. I get the right headspace, and I and I get to the gym, and that's done. And and oftentimes before the lights are Great. It's done. And then I can get into my day so that I I've carved that time out for me because it became my priority. It was important to me, and it's what it's what helps me achieve that balance.
And then I move a little slower than I once did, you know, still making it through it and and getting it done.
Yeah. I love I love the the word usage of priority because that's really all it comes down to is that even when I look at my own, you know, history, it was that my priority was all of my businesses, And I I was saying that family or marriage or health were and they and they were, you know, number 2 and number 3, but but it was just so much focus on number 1, that number 234567 didn't really get any of that obsession or priority.
And so I think that the that word or the ability that you gave to just be able to say, hey. I'm gonna just take an extra hour off the sleep and go work out in the gym. Or know, I'm gonna make sure I'm down at a certain time so that I can spend some time with the family or whatever those practical things are, you know, I don't think Scott or I are here to manage those things. But but rather to encourage you to like, hey.
Like, you can be all in with each of those areas, and you don't have to always be over here. It is possible to have it all. Right? It it it it is possible to look at if you gotta once again, there's there's some discipline and sometimes there. And I'd be remissive if I didn't say that my wife and I have an unbelievable partnership in all those things.
And there have been times where, you know, she has been been doing her thing, and and we've made that the the choice and the priority for what we've done. So we were 1st 1st married. She was a field hockey coach and we made moves and things to support Chaz. And and that was the choice. And then we shifted a little bit. We made some choices to support what I was doing. And then we we we so we we've made these moves as a partnership and good. We're coming up on our 31st wedding anniversary.
So, you know, that partnership is is is really it's really what it's it's been all about for us in in our nuclear family. You know, she and I and and our 2 kids, you know, we we've created Chaz. We are we're tight. Right? We vacation with our adult kids every year now. I mean, that that that's that's there. And it's the partnership that's allowed for that. And and she's been probably more on the giving side than me on the receiving side on on the Wolfe.
But there has been some opportunities for for me to give and and let her receive as well on on the choice that we can. That's balanced, though. Like, if if I understood that balance was the target, then I would be trying to make it 5050. And to your exact point, this has been an amazing partnership, and I'm sure your Wolfe, if she had the chance, she would say something very similar. Although if you dialed it all the way down, maybe at 70:30, I gave she, you know, whatever.
Like, that's not that's not that's not how marriage works. That's not how business works. Like, that's you can't do that. It has to be what is best for us at the current moment, and that works for every area. So I I just really appreciate that perspective, especially since your wife's also in business. And I think it's just a another exaggerated level because it's not just, like, there's no business and then and then, you know, you're all in.
It's like, no, you're kind of all in together, but yet separate in two different ways, which just makes it more extreme, you know. It makes a trip. It certainly comes with its share of challenges. Not all rosy over here. Right? There's there's been plenty of times like, you know, I'm going back in the the shop on Saturday. Like, what are what are you doing here? You know, what are we what are we giving up in that choice? And that's there there's no doubt.
So some tension that that's the result of that, but I but I think the partnership has always been the thing that's been strong enough to even to to sort of fight off those challenges that have come along the way. And, you know, that my appreciation for her is more than I I could do on a on a podcast or anything else. So what what, you know, she's been able to to do for that visit, but also just for for our lives together.
So that's without without talking about here, we're not you and I are not having this conversation. Let's just do that. Yeah. Well, I think that it that's mutual, really amongst any man who's willing to just be vulnerable for a half second. It's like, yeah. There's a better half. You know, maybe you could see me here on the podcast. You could see my name on all the businesses. But I just am a firm believer.
This is why we spend a lot of time talking about not only just relationships, but specifically the marriage relationship, even inside of Gavin and the Kings because for me. Yeah. And I think for any entrepreneur listening, it is a large portion of why you are successful And so that's a whole another podcast on itself. Maybe one I'll be starting soon with my wife. You just never know.
Just to take one one last step at that one of the things that we do see that comes from running your business on EOS or or any consistent operating system. Look. I'm I'm not they're there. Is what it can do for the owner who has been consumed and absorbed and not been able to balance anything with the family. What we can give that owner back. That's right.
You know, either spouse what they what they see and and you you listen to these stories about folks that before I knew this, I never saw my kids' games. Now I can because I trust the people that are doing this work for me. It's not all about me all the time. Yeah. We don't go in there with that promise, but boy, it is an outcome often.
Where where that balance of life Chaz you've referred to comes back around because there is this now structure and ability to let others move the business forward without the omnipresence of the visionary of the owner of the fountain. Yeah. It's good. Super good. One last question here for you, Scott. I want you to reach back into time. And I want you to find the younger Scott in your mind. I want you to reach down and tap on a shoulder with Breanna's ear. What are you telling?
The Chaz is real for a person that is either making their way through a a corporate ladder or the the building of business and the next business. The the Chaz is real and it's okay to acknowledge that being driven and being, you know, an achiever and all that. There's nothing wrong with that.
But understanding that when it causes the stress and causes other things around you to to be at risk or even internally, you know, you you have that self doubt or whatever the things that creep in there, acknowledge and understand it and be able to redirect that a little bit so that it's more positive thing appreciate the ride. Even if all the I look back on all the things Chaz I got a chance to participate, you're always like, thank you. Was there something else there?
Was there something there? Because it was I present, or was I thinking about the next thing, right, you know, and staying in that moment. So I guess it'd just be a pay Chaz. As you go through your life, just appreciate the moments that are in. There's some good stuff and and appreciate those as they're happening. And don't worried about what's happening tomorrow. Today's pretty good. Yeah. It's good.
I think if if they listen to that last little 15 seconds on repeat, now that could possibly change their life. So appreciate Chaz, Scott. How can the listener, number 1, if they are interested in what EOS is or what it can do, or how they can even hire you? How can they find you? Or 2, they're just an entrepreneur. They wanna to know you a little bit connect with your network. How can they find you that way? So do you wanna find me and just connect? You know, love love to connect on LinkedIn.
I'm there. Scott Scott Goodridge slash or, I think, EOS, but Scott Goodrich EOS, you'll you'll find me. I'm in Arizona by that. Pretty active there on LinkedIn. Great place to connect. Anyone that's interested hasn't read traction yet and would like to, I got a free copy for you. All you gotta do is find me. My email will be in the show notes, but scott.goodrich@eosworldwide.com. Yeah. And you just email me.
I will shoot you out, a copy of the book traction If you own a business, you gotta read it, but you you can take what you want from it, but but you've gotta read it. And that'll that that's the start of any journey. Is getting there. And it it may speak to you. It may not. And then if it speaks to you, okay, we can talk a little further about what it looks like for me to to to at least share with you some of the more details. Of what EOS can can bring to the organization.
But let's get you free let's get you a free copy of that book. That that'll help you get started. Love it. Love it. Scott, you've been incredible. You have a a great journey. Of course, a wonderful wife helping you along the way. Are you helping each other? I just appreciate your time here, your articulate nature, your detailed nature would be able to give us some process here and I know that the listener, if they paid any sorts of attention.
Hopefully, they took some notes too, but they got something from you here today. Yeah. You you're an intelligent human being, and you're doing Wolfe. And I Appreciate your time. Thanks for being here, sir. Thanks for having me. I really enjoyed it. Thanks, Jazz. Great fun. Thank you for listening to gathering the Kings today. Hope that you were able to pull out a few nuggets to go apply into your business right away.
More importantly, though, I hope that you're realizing that it takes more to be successful than just being by yourself doing it all on your own, carrying the weight all by yourself What I have realized, not only in my own journey from multiple businesses and multiple different industries, and now interviewing over 2 or 300 other very successful 7, 8, and 9 figure business owners is that it's tough to do it alone. And so gathering the Kings exists to bring together successful entrepreneurs.
In fact, we are putting together 1000 Kings specifically who are grateful but not done. We're intentionally assembling kings who fight tooth and nail for business, family, and communities, and here's what we believe Chaz in the pursuit of excellence in those areas, that it ignites within us the responsibility to govern power and forge a lasting legacy.
So if that relates and and resonates with you, and you know that you need people around you, sharp, qualified other very successful business owners. I want you to go to gatheringthekings.com. You take a look at what we're doing and see if it makes sense for you to be part of our pursuit to 1000 kings. Talk soon.