Transform Your Roofing Business: Mastering the Entrepreneurial Operating System (EOS) with Lyn Askin

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My phone number's in the description . Today you guys have heard me talk about EOS . Like on so many of these episodes that I've heard a couple of times I should get a like an affiliate commission on EOS .

Like just because of how many times I talk about EOS , and so a good friend of mine , lyn Askin I've known him for man many , many years now is an EOS implementer and I was like let's really have a discussion about EOS . So , lyn Askin , man , good to have you on today .

By vision what I mean is , you know , we help you and your leadership team get 100% on the same page with where you're going and how you're going to get there . By traction , I mean instilling discipline and accountability so that no matter where you look , you see people executing on that vision .

And then healthy , of course , it just means making you and your leadership team a more cohesive , functional , fun-loving team that likes to work together . And what we find is , you know , as the leadership team goes , so does the rest of the company , and so we work with leadership teams to make them better at those things . And we do that in the .

You know , kind of in the framework of the EOS model . You know kind of in the framework

of the EOS model . Now , the EOS model probably best way to kind of describe this is that you know all of us entrepreneurs are kind of built the same way , we're used to dealing with 136 simultaneous issues , you know .

But to the extent that we can get you to strengthen just six key components of your business , those 136 simultaneous issues just tend to fall into place because they're really just symptoms of a real root cause .

And so when we look at your business , we place your business in the center of it and we focus on six key components , and I'll walk you through those really quickly and I'll just give you the kind of rough sort of roundabout version of it . If you want to dig into any of them in particular , we can do that . But we start with the vision component .

Once again , this is about getting you and your entire team focused on where you're going and how you're going to get there . If we move over to the people component , this is simple you can't achieve a great vision without great people . And then we move over to the data component .

This is really about running your business on , you know , real numbers , facts and figures and not sort of subjective emotions that so often drive the decision-making that we make in our companies .

Now , when your vision component's clear and your people component's strong and your data component's strong , your business becomes transparent and the obstacles and problems and issues and challenges start to pop up . And so we move on to the key component number four , and that's the issues component .

We make you guys really , really good at solving the issues as they arise in your company . Move on over to component number five and that's your process component . That's about getting your handful of core processes documented and followed by all . And then , of course , we move to the traction component .

Now the traction component kind of sits at the bottom of the model , and it's by design , because if you can't bring your vision down to the ground and execute it with discipline and accountability , when we say that vision without traction is hallucination when we say that vision without traction is hallucination .

Sometimes we hoped that we had the process for it , we hoped that we just would keep going and push down walls and jump over others and go around some and sometimes it hurt some , and you know , sometimes it hurt and you know and and and .

So as we implemented EOS in our business , I remember the first quarter and it was like this is crazy , man , like we , we got more done , we got this thing moving forward very quickly .

It felt it felt different and and so I know in that you know , we we kind of there's a process to that right , there's a process to getting this going in your business , implementing EOS in your business . I wanted to talk to you about that for people . You know people can self-implement , they can hire an implementer . There's different ways of doing it .

We self-implemented well , kind of with the help of our coaching group that we , or mastermind group that we're in together . You know there was an EOS implementer that kind of did a group session for us and that helped us to kind of focus on that . But to implement EOS properly , how does that start ?

Like , as entrepreneurs , we start a business , we've got to , we do something because we love it and we start building something . And then you got to figure out how to , how to clone yourself and if you want to scale , you just got to keep breaking through these ceilings and you guys did a great job of that .

And so I guess I like to say there's there's a couple of different ways you can run your business . There's guesswork , there's hard work and then , of course , there's frameworks , and EOS is really just a framework on how to run your business and the process of implementing .

I would say , if somebody was really interested in learning more about EOS , there's a couple of ways to start One . You got to read the book Traction . I think that's important . That'll give you a feel for it , and once you kind of read that and get a little understanding of it , then you maybe have to kind of make a decision .

Are we going to try and do this on our own or are we going to bring in an expert that'll help us go a little further and a little faster ? I also .

So one thing I also want to say is , like , if you're sort of the visionary of the company versus kind of the get it done kind of person , I think there's another great book that's a great fit for a lot of visionaries . It's called Get a grip , um . I particularly like the audio version of that Um . It's a great story it's .

It's the fable of EOS and it's kind of a fictional company who's struggling and having challenges with team and growth and scale and and vision and where they're actually headed .

And you know they've got they've got a difficult like kind of control on the company and they hire a professional implementer and the story walks you through their focus day , through vision building day one , through vision building day two , and through their quarterlies , and so that's kind of where I want to start with the process .

Clearly you can self-implement , but whatever you decide to do , I think it's really important that you schedule a 90-minute meeting with a professional implementer . That 90-minute meeting is free . It's like Oprah you get a 90-minute meeting , you get a 90-minute meeting . We're not going to say no .

If you want to have a 90-minute meeting book , a call with me , let's do it . I'm going to get you and your leadership team in a room . I'm going to learn about you . You're going to learn about me . I'm'll share with you and your listeners what that looks like right now .

So , if you were to hire a professional implementer , we start with what we call a focus day . Focus day is you , me , your leadership team . We get in a room , session lasts seven hours plus or minus an hour , and we're going to work on your business .

We're going to get out of the weeds , you know , out of the , out of the high cotton , or whatever you want to call it , and we're going to work kind of at a 30,000 foot view . We're going to be your board of directors for the day and in that session we're going to we're going to build the foundation for you of EOS .

We're going to implement kind of some of the foundational tools . We're going to build an accountability chart . We're going to start putting the right people in the right seats and understand what your company needs to look like . Going forward , we're going to build their first set of rocks , and rock is basically your 90-day biggest business priorities .

We're going to teach the level 10 meeting kind of the level 10 meeting and that agenda , and we're going to take a first cut at your scorecard and by first cut I mean it's going to take a little while to fall first cut at your scorecard , and and and by first cut I mean it's going to take a little while to fall in love with your scorecard .

And we're going to try and get you to 60 , 70 , 80% on focus day and then we're going to let that sucker evolve over time until you're getting really great metrics and have a good pulse on your business . So that's the focus day .

And then we kind of wrap that up , we send you out into your , into your business for 30 days and it's kind of spaced learning . You know can't cram it all into one day , cause we kind of we got to go and do that in your business . We're going to come back together about 30 days later and we're going to do vision building day one .

Now , of course , we're going to go backwards . We're going to look at all the work we've done so far . We're going to work out the kinks , the bugs , the problems , the challenges , and then we're going to start working on the vision of your company and we're going to build out your core values . We're going to build out your core focus .

We're going to build your core target . That's kind of about where we wrap up vision building day one , sometimes a little more , sometimes a little less . Then we send you out in your business again for another 30 days .

Then we come back for vision building day two , 30 days later , once again reviewing all the work we've done so far , working out the kinks or bugs , and then we start making this real . We start digging in and we get into . We build out your marketing strategy .

We build a three-year picture because we really want to know what this company is going to look like just three years from now . You know , if we can make that real , crystal clear , the odds of it actually happening are just so much greater .

If we can get everybody on the team to visualize what this company looks like , then we break it down even further and we get really close to the ground . We're at one year , and so we build our one year picture , I'm sorry , our one year plan . We set a set of goals for the year and then we dig in and we set your next set of rocks .

After 60 days , man , we've got this thing installed . You guys are humming along , you're using the system . You understand it well , you'll have mastered the focus state tools and then we just get into this sort of execution phase where I'm just running your quarterlies and your annuals as long as you need me . Eventually you'll sort of graduate from the process .

You won't need me anymore . That's really my job , jim . I'm trying to get in . I want to teach you the system , I want to put it in place and help you get that discipline and accountability , and then I want to get the heck out of your way and let you run your business . Some people keep their implementers forever .

Some are short , but the typical kind of uh process looks looks like a couple of year process to put this whole thing in place .

Like , as small business owners , mid-sized business owners what I loved about it and you could go into detail and things like that about the accountability chart we could throw around some things on that . One of the things that I thought was impactful was that we were writing it's not an org chart , it's an accountability chart .

There's a very distinct difference there . It's an org chart is who is in your company . An accountability chart is who .

To me , it seemed you could , you know , probably go into more detail about this , but , like , to me , an accountability chart is who needs to be in your company or what roles need to be in your company , what seats are in your company or what seats need to be in your company . We had some fun looking at an accountability chart of where we were today .

We had some fun looking at accountability charts chart of where we were today . We had some fun looking at accountability charts around our one-year , three-year goals , Like you know that you can . It becomes a tool Instead of an like .

To me , an org chart wasn't a tool , it's just an is where an accountability chart was a tool to what we needed to do in the future . So let's start with that accountability chart .

It's the org chart is like what exists now and you know , I don't know . I guess that's helpful for you know understanding who's in the company , but an accountability chart .

The other thing that makes it different than an org chart is that we actually map out the roles and responsibilities for each seat in your company and only one person can be responsible for that seat , and so you know who owns the sales department .

You know who on the leadership team is going to I don't know , for lack of a better term take extreme ownership of sales , and what are the roles and responsibilities , what are the five or so things that are the most important that that person needs to be focused on .

And so roles and responsibilities and accountability is really important here and , again , it's a forward-looking tool . So what often happens ? We build this thing out with our leadership teams and the visionary sees himself in three , four , five spots . And we start to understand that because we think as visionaries , oh , it's my job to do all this stuff .

But when you map the thing out properly and you see , oh , I'm , I'm ahead of finance and I'm ahead of sales and marketing and I'm sitting in the visionary spot , then we can start to predict and say , okay , that's not sustainable . I mean , we only have enough hours in the day , we've only got a hundred percent of our available time .

And , looking at this thing , you know , I might be a 50 hour week person or 60 hour week person or whatever , but at some point you , you're going to hit capacity .

So we've got to decide how are we going to get you back to a hundred percent capacity if you're under 20 , you know , and we got to figure out which of these roles and responsibilities we are going to delegate first . And so it .

It's a future looking tool , it's a great tool and it's a good way to understand the company that you want to be down the road versus who you are right now .

Know what you're dealing with every day as the owner or visionary of this company . Company is like man , there is no , there's no , there's no . It is a clear understanding now of why I'm overwhelmed with my business .

When you get , when , when you start to see that there are also the fun thing with EOS , that to me and I've mentioned a bunch of these tools on here before , one of these tools in that accountability chart , and because you started mentioning what do we delegate next ? Right , there is a , is it ? Is it ? Is it a tool ? Is it called ?

It's called elevate and delegate right , or something like that .

Right , like , this is a tool to who to hire next . So , delegate and elevate , explain , delegate and elevate for for everyone .

Yourself at the sales role and the marketing role , the visionary role and the finance role , whatever the only way those roles are executed to a hundred percent is if somebody's working on them a hundred percent of the time . And so when you are working on multiple roles , what is it ? You're not going to do sales today , or what to ?

How are we going to do this ? So delegate elevates a cool tool . It comes from the idea that that you really should be working in your unique ability .

Unique ability is like a Dan Sullivan term , but what we do is we have you kind of map out everything you touch during a week what are all the things and tasks that you actually do , and you map those all out . We drop them in a kind of Covey quadrant , eisenhower matrix , whatever . It's a grid of four . There's four boxes In that top left corner .

We map out all of things that you're great at and that you love to do . Top right corner , we're going to put all the things that you're good at and you like to do . That bottom left corner we would put all the things that you don't like to do but you're .

You know , you've been doing them a while , so you're good at it and that bottom right corner we're going to map up the things that you need to like to do nor you're good at . And when you take all of that items from the list of all the things you do in a regular week , you drop it in those four boxes .

A little bit of a painful process emotionally , right ? There's not always enough stuff over there in that top left and , and and the truth is , most of us spend 60 , 70% of our time working on that stuff on the bottom , and that's the stuff that we're not , we're not good at and we don't like doing .

And so we give you a tool , and imagine having to invent a tool yourself to help your employees get more efficient , except we've done it already . And so you take this tool , run it with yourself , run it with your team , and now you got to take a look at those those things in the bottom two boxes and you're going to start delegating that stuff .

Like some of us can just take that whole bottom right quadrant and say here , here , my assistant , take this stuff . Some of us got to be a little more strategic and we're like , hey , which of this stuff can I delegate this quarter ? What ? What can I take off my plate this quarter ?

What do I have to systemize , document , teach , train that I can move on to somebody else ? Do I have to make a hire ? What is it ?

But all I know is I got to spend my lifetime working , in my unique ability , on the high dollar value items , or the highest dollar value items for my particular seat and role , dollar value items for my particular season role .

Like this is where you get to express your self-awareness and this is where that self-awareness comes into play to me , like this is where you get to express your self-awareness . Like , yeah , I hate to do that and I'm not good at it , but I have , but I just keep doing it because no one on I haven't delegated it away to someone on the team .

Then there are other things , like if you're from the , if you're from a sales background in roofing and you want to like man , that's what you love to do , you love having sales conversations every day , leading a sales team . Okay , maybe that's not what you need to delegate right now . Right , like , if that's your how did you put it ? I'd say core competency .

I mean , that's a I'm sorry , that's a lower dollar value activity than than building of the company and the vision .

There's so many things that you get to learn how to delegate right or just know that you need to delegate . So that's the accountability chart for EOS . So deep dive for everyone to delegate . So that's the accountability chart for EOS . So deep dive for everyone .

Accountability chart is to understand you know what , who is needed in your business , what roles are needed in your business , and then you get to delegate and elevate based on what you enjoy doing , what your skillset is best suited for . So now let's move on and talk a little bit about what a rock is . You mentioned rocks . We got rocks .

They're all over the place , right . But what is a rock ?

And so , when I think through that one , we've got to know what point B looks like . That's step one , right , and we do that by creating your vision , okay . Step two we've got to know who's going to do the work , and that's where the accountability track comes in .

We got to know who is going to be responsible for the work that we need to do to get from point A to point B . Okay , now step three is really , we've got to continue to operate our business as we know it today , and we use a scorecard to help you do that . Step four is we've got to build the company that we've dreamed of . We got to build .

We got to build that company that's in our dreams , and that's where rocks come in . So rocks , what is a rock ? So a rock . Oh , and then , of course , we got to have a system to hold each other accountable to actually getting the work done and that's where the level 10 meeting comes in .

So those are the kind of the five steps and they map perfectly to EOS . And so let's talk about rocks . What the heck is a rock ? So a rock ? The term was really created by Stephen Covey and it was popularized by Vern Harnish , but I guess Stephen Covey . Basically , he did a demonstration where he took a cylinder .

It was a glass cylinder and it represented our available time . Next to that glass cylinder was a pile of rocks , which represented the most important things in our lives , and there was a pile of pebbles which represented kind of our distractions and other things , and then there was a pile of sand that represented everything else .

Now , jim , if you put those things in the cylinder in the wrong order or like most of us do , and we throw that sand in there first and then stick the pebbles in , rocks don't fit .

So if you take those rocks , if you do it the right way and you put those rocks first the most important things , the big things , the most important priorities for the quarter you put those in the glass inloader first and you put those pebbles in the pebbles filter in around the rocks , you pour that sand in , that sand filters in and it all fits and you get

the most stuff

done . So a rock by definition is your 90 day biggest business priority .

Now we know this , we have our North Star and it's a short enough period of time that what was helpful for us , it's that short enough period of time , that 90 day cycle , where it's like we can get this done . It's not like we , man , we should really get that done and in five years that'll be great . It's a really .

It's like this is the timeline and we , we have a start date and end date , and it's , it's , it's like this is the timeline and we , we have a start date and end date , and it's , it's , it's insight . It's not something that we can push off too much um . So that leads to kind of the how do you get this rock accomplished ?

You know , the rope starts to fray and things start to fall apart a little bit , and so , you know , we sit down with you and your leadership team and we we , we do a rock creating exercise and we basically list out here here are the things that we think are the biggest business priorities for the next 90 days , and often we come up with a list .

Sometimes it's 90 items long , and we look at that thing . It was like God , that's overwhelming . So what do we have to do , jim ? We got to prioritize , and we make you prioritize , and I will let you have three to seven company rocks . We're going to figure out what those are . We make you prioritize and I will let you have three to seven company rocks .

We're going to figure out what those are . And so we've got to get really , really good at predicting the items that are going to move us forward . You know , mike , might be an acquisition , might be a project , might be a system we got to process , might be a process we have to create , could be anything .

It's your biggest business priority , and so we've got to figure out what that is and we work with you and your leadership team to create that set of rocks . You know , then we assign that rock , each rock has an owner , so somebody who takes , you know , extreme ownership .

They're accountable for the rock , for getting it done , making sure it's pushed over the finish line . They don't have to do the rock necessarily , but they need to make sure that that project gets done necessarily , but they need to make sure that that project gets done .

And so we're going to build great leaders that that are able to take projects and delegate and and pull team together and figure out how to get these things done .

It's got a due date and then , uh , and then , of course , we have to make sure that we have a way to hold people accountable over those 90 days because of , you know , human nature , procrastination .

We have this procrastination model that says , hey , if I got 90 days or I don't get the Parkinson's law maybe , I think it says do you give me 90 days to do something ? It's going to take me 90 days to get it done , right .

And so we want to make sure that there's we have some sort of meaning pulse , a pulse between the 90 days every week that we're looking and we're checking hey , are you on track ? Are you off track to get that rock done by the due date ?

Is it just the owner says hey , these are the five things that you guys need to focus on . Go like , or you know like , what is the process of determining what , what those 90 day most important things should be ?

You know , we're just coming in we're saying , hey , all this stuff's on fire , this is all the things that are broken , these are all the things we want to fix . And we're going to spend the first , you know , quite frankly , between focus and vision building day two practicing , getting those things fixed , fixing those things .

And by the time vision building day two comes around , we will have set our 10 year target . We would have set a three-year picture , we will have set a one-year plan , and now our rocks have purpose . Now our rocks are designed to drive us closer to that one-year goals , or the goals that we have , or the big , hairy , audacious goal that we have .

And so that's how we determine our rocks . I mean , we again , what's broken , what do we got to fix ? That kind of happens in the very first couple of rocks , but eventually we transition to what moves us closer , you know , to our North Star .

What projects can we get done in the next 90 days that move us closer to our goals , to our three-year picture , to our one-year plan and to our big , hairy , audacious goal that we have ?

Fixing things is always impactful , but like this is and another thing I heard from you is it doesn't have to be perfect in the beginning . Sometimes we want perfection out of our businesses , but you'll never get it . You will never get it .

You're there in your , your lounge chair Maybe there's some other people on them , but , but you know your cabana boy , cabana girl , you know no judgment whatever . They bring you over your frosty beverage and they hand you a sheet of paper . On that sheet of paper is your scorecard .

You got to be able to look at that thing and know if your business is on track or off track . You got to be able to know . You got to be able to have a pulse of your business . You got to be able to look at hey , is my sales team having a good week or bad week ? Is my marketing team having a good week or bad week ?

Is my operations team having a good week , bad week ? Are our employees happy ? Are our customers happy , or is finance having a good week or a bad week ? But you got to be . It's simple and if you think of like , I don't know the people that over complicate this , but I want to describe it sort of like a dashboard in your car .

When you get in your car and you put your key in the ignition , you could just get a few simple keys to know if you can drive this thing safely right .

You can see how many miles are on the car , you know if you've got enough gas to get you to your destination , you could see if your tires are inflated properly and you can see if the check engine lights on right . That's what we're trying to build with a scorecard . Simple Are we on track or is the check engine light on ?

And if that check engine light is on in any one of those departments , we drop that thing down to what we call our issues list and we tackle that in a level 10 meeting .

You have , you know , your scorecard , or your scorecard , and you're looking at your scorecard and you're going oh , there's some issues here . What's going on ? Maybe our , maybe our leads are down , maybe our sales conversion rate isn't where we want it to be , maybe our time to build is not where we want it to be .

Maybe , all of a sudden , you're like man , what's going on here ? How come these jobs aren't getting built ? How come you know , like , maybe it's , maybe you're not collecting in the right amount of time which would , which would really impact the business . Right , like you need to be making .

So all of these simple things that you're like all right , all right , I see , yep , it's , we're , we're looking good , we're not looking good . And then , if something is not looking good , all right , now we dig in more . That's how we that now you're , you're , you're , you're listing out issues and discussing issues with your team and and finding solutions .

Right , how do you ? How do you that's like the pebbles in sand . Is that what we'd put in the analogy with the with like the issues be the pebbles in sand ?

Owners and leadership teams are working really hard but kind of spinning our wheels there a little bit right . And then there's those other 5% whose owners and leadership teams are also working their tails off , because that's what we do . We're entrepreneurs , that's normal .

Some of our best days are those days when just lots of things happen and the worst days are the ones where we're sitting around going what's going on . But the difference between the two was that 5% of those companies they actually solve their issues on a regular basis and they get to move on to new issues , because the issues never stopped .

I mean you , you know that they just keep coming , they keep coming , but we're going to move on to different set of issues and and we're going to make progress every single week we're going to get to work on better problems or bigger problems or different problems , because the 95 percenters are dealing with the same issues over and over and over again , and we

call that like the worst case of business deja vu ever .

And you know , as part of a level 10 meeting , we do something called the IDS or issue solving track , and we teach you to really dig down into the issue , to ask yourself , hey , is that ? You know , what's written on the issues list is never the real issue . That's a symptom . What's causing that thing to happen ? Let's solve it at the root .

We don't ever have to deal with this again . We're going to set this thing out , we're going to knock it down , we're going to make it go away forever for the long-term good or greater good of the company . So that's , you know , we're kind of bouncing around a little bit here , but- .

But yeah , I want to make sure that you understand that we're going to teach you guys to be really , really good at solving the problems that you have as they arise , cause if , if you take those issues and you just kind of wrap them up with duct tape and twine , shove them in the corner , eventually your entire company is going to be held together by duct

tape and twine , and none of us want that .

And then I talked to some other folks and I'm like I don't know how you even consider what you're doing a business .

And so I wanted people , I wanted those contractors who were struggling or getting started , to hear from those contractors who were like really , really executing well and really successful and it's like maybe that's why I resonate with EOS so much right , like it's like this is there's this framework there that just it really does help you organize the chaos of the

day to day right and move on to other things . I want to . I want to move on a little bit into like what you , what you guys , do in the vision building days and mainly around core values .

I find this was another exercise that we really , really attached to and I've had lots of conversations about core values and just in the past few episodes , we've had multiple conversations about core values and building your team and attracting the right people , but this is where you have to define your core values .

How does one define the core values of their business ?

You know , and and , and I don't mean integrity , I don't mean honesty , I don't like , those are just so phony that just you know , if you got to say , trust me , I don't . I mean , that's not the kind of core values I'm talking about . You know , I'm , I'm . I'm talking about help first . I'm talking about do the right thing .

I'm talking about like those sort of core values that that exemplify who we are . And , and , jim , we use our core values in EOS to hire , to fire , to review , to reward and recognize our employees . They become , oh gosh . So , dr Thomas Gordon , he , he created this thing called parenting , effectiveness , training , and I'll summarize it really quickly .

But he said to be a great parent , you got to do these three things that you know not so great parents don't do , and number one is to have a handful of rules . Number two is to repeat yourself often .

And number three is if you're going to have a handful of rules and you repeat yourself often but you yourself don't follow those rules , you're going to have chaos . So you got to be consistent .

And so when we talk about our core values , our core values are our handful of rules about what it means to be a great employee at whether it's roofing success podcast , or , or , you know , Joe's roofer , or whatever . This is an essential set of guiding principles that it tells your employees this this is what we expect from you .

It's one of the things that we can hold people accountable to , and so we get you together . We build your core values together as a team . Now , this isn't like the boss coming and saying this is who we are . We actually do a core values exercise where we pull the core values from your team . We figure out who we are .

We don't create aspirational core values . We don't pull the core values from your team . We figure out who we are . We don't create aspirational core values . We don't create accidental core values . We create the core values that exist in this company and say this is us .

So we do a core values exercise where we basically ask you like who on your team is like a rock star , who on your team is somebody that if you could clone them , you could have a hundred of them . You could take over the world ?

Okay , and you're going to list three or four people you know everybody's going to list two or three people and then I'm going to ask you why did you list them ? Describe them to me , what adjectives would you associate with them ? And then we start building a rough list of these qualities that we admire in our company and we just work through that .

We prioritize , we kill some , we keep some , we combine some and we come up . It's almost magic , it's , it's , it's , uh . I've had clients tell me like Lyn , I don't know where you're going with this , but but I think you like tricked us into our core body , like they just , they just , they just appear and and uh , it's , it's , it's kind of magic .

Right , if you have a , you know if that makes sense , like there's , there's ways to approach this and it's very unique . But what I like , what you said , is the core values of a company are already there . They're already there and then be able to hire around that fire , around that reward people , discipline , people , like there's a whole .

It gives you a baseline now to do that . Here's what was really impactful for me from a core value perspective . It came in the form of the people analyzer . Yes , so the people analyzer is another one of my favorite things of EOS , because the people analyzer is it's essentially your . You know like . You know you have your quarterly .

You know meeting with your team member on their , you know how they're doing , but instead of just going , man , they're . You know Jim's doing a good job . You know he's fine , he's getting his work done . That's great . Yep , yep , jim , you're doing well it's . Are you exuding our core values ? Are you ?

Are you are you kind of in between , or are you , are you kind of showing something against our core values ? Right ? So , in your actions on a day-to-day basis ? So not just are you getting your work done , are you doing it in a way that is in alignment with the core values of the company ?

That's my favorite thing , because it creates clarity in who are the right people for your company after the fact , because hiring is guessing and firing is knowing . Not that you want to fire people , but , man , you got to be able to measure this and I like to me , that's the people analyzer .

So first , when you have your , now your team puts together , you know you really define your core values . Now you get to measure against them . So that's my take and I'm sure you can expand on that , but that's my . I love that one , I love the people analyzer no-transcript , know , maybe it's there .

And now we can have a great conversation around what it means to be a great employee here . Of course you got to get your work done . Of course you got to get it , you got to want it , you got to have capacity to do the job .

But when you have somebody in your team that doesn't fit your core values , they stand out and they , they , they poison you and they you know , we all know the one , we know that sales guy that's crushing it , but he's a giant .

You know , whatever I don't I don't want to say the words , but but you know the one I mean , and you can't , he just eats away at you in some ways . That that I mean , you don't even understand . You don't have to settle for that .

You can have people that live our core values , that are people that we want to be around , people that we love , people that we want around us and they can get the job done . So the people analyzer is just one of many tools in the EOS toolbox that will help you build and grow your business .

I was having this conversation on another podcast about sales leadership and building great sales teams and we were talking about rewarding and like and defining what a championship looks like and and , and I think that it's similar around that like we all have to be going in the same like , and I think that it's similar around that Like we all have to be going in

the same direction . And what I love about companies who really have embraced EOS JobNimbus , where I've been at , and Roofer Marketers , and you know , I know lots of great roofing companies that have implemented EOS successfully and it's like there's this that have implemented EOS successfully and it's like there's there's this you get to express .

It helps you express when someone is is doing well , but in relation to that core value . So , you know , on a we would , we would . You know we had a thing we use Slack a lot for internal messaging and we used an add on to Slack called Karma and you could give people karma points . And karma points , would you know ?

You had to write what they did well or what they you know what they did , that that made you want to , you know , kind of talk about them , and then you had to tie that to a core value . Then you had to tie that to a core value . So it had to be tied to a core value and just those simple things .

It was like you're reinforcing , it's a reinforcement of that . At Jabnimus we used a tool called Motivocity , did the same thing .

You know , if you have a team in the field , you know it's a little bit different , but maybe on your weekly sales meeting you can have a core value of the week kind of thing , like people could nominate people to hey , this person this quarter or this month or this week , you know , had exuded this core value .

Who exuded this core value the most this month , this quarter , this week , like it . It helps to reward people , but it's not a reward on the surface level stuff . That's what I love about it .

The concept behind that is is people love to be rewarded and recognized in front of their peers , and so the remember when I talked about the great parenting lesson , I said you got to have a handful of rules . The second thing I said was you got to repeat yourself often .

And so if you've got a handful of rules , which are our core values , to get our team to learn them , to understand them , to live them , we've got to repeat them often . And we do that by reviewing and recognizing and rewarding with them .

And so when you you know , in the level 10 meeting , there's a section called customer employee headlines , we use that for employee shout outs , and I'd say I want to give Jim just a shout out this week for living our core value of help . First jumped on a call with me , he walked me through this thing and and and .

So now we're using our core values to review and reward and recognize , because we want our team to learn these handful of rules and exemplify them often , so we've got to repeat ourself often with our core values .

People don't learn core values from a poster . They don't learn it from a mug . They learn it from using them day to day in your business .

You're talking about your accountability charts , your rocks , your meeting pulse , your metrics , your scorecards meeting pulse , your metrics , your scorecards . You're moving into your vision building day one and day two where you're just redefining these things . You're defining your core values . You're kind of figuring out the rhythm .

You're starting to play with this stuff . It's starting to really kind of oh yeah , this is how we can use this , this is how we can use that . We're learning how to use the issues list and now we get up and we're in and we're , we're , we're , we're in our day to day . Right , this is now it's , it becomes a part of any rhythm of your business .

And so you're , you're doing quarterly planning and you know you're , you're , you're focusing on the bigger , on , on , on the on your rocks . You're , you're , you're , you're continuing to solve issues . How do you continue to keep the momentum going ? And I know you guys , you know quarter to quarter , do that . How does .

How does a company continue to keep that momentum going and and kind of keep the bumpers up , stay within the confines of the of , of of the EOS framework ?

And so what I said before was it , you know , after about 90 days , like we got to come back together and we got to get back on the same page . So in a quarterly , what we do is we , we look back upon your last quarter . We're going to look at it . We're going to what'd we do right , what'd we do wrong ? Did we get our rocks done ?

How'd we do in predicting our measurables and our profit and our revenue ? Did we ? Are we getting closer to our goals ? So we're going to look back and see how we did . We're going to review our vision again and make sure we're all still on the same page , because sometimes we're not .

We've got to get back on the same path here , and then we're going to set a new set of rocks and priorities for the next 90 days . So the team has another .

You just get refreshed and you get pumped up again because you're back together again and now you've got a new set of goals and , whether we crushed our last quarter or not , we're going to come out of that . You know that's behind us . We can't just rest on our laurels . We gotta , we gotta move , continue to move forward . And I think humans need progress .

Humans , humans need a system to get better , and this system will allow your team to do that . You know , how do you ? I mean , if you went to a sporting event , there was no scoreboard like , or no score like what , what are you watching ? Even Like who's winning ? How do you know ? And so this system , this is a perfect little .

Obviously , I've drank all the US Kool-Aid and I love this thing because , quite frankly , it changed my own life and I just wanted to be able to help other people do it . So we're going to get together quarterly again , review the last quarter and then create a new plan for the next quarter .

Now , and you know , when we get to an annual , obviously we've got to get some quarters in and then and we then we do annual planning and then we re , we do a one day full of , like team building exercises and we build culture , because that's really important .

Um , most businesses spend so much time on being smart so little time on being healthy , and so you know , we got to make sure the smart stuff is the stuff that you do day to day and we and we you know how we do this and how we roof and what materials we use and how you know that's smart . Healthy is culture .

Healthy is is is being open and honest , having great conversations and and sometimes difficult conversations , knowing that I can say the things I need to say , I'm not going to get fired . We're all on the same page , you're all in the same boat , we're all rowing in the same direction . You know , the problems are not between us , they're in front of us .

So let's just tackle that issue and knock it out Issues . Don't have feelings , let's just move forward . And so there's a really nice rhythm here that brings us back together every 90 days and gets us back on the same page and gets us motivated and pumped for the next quarter .

day , with Lyn doing this . So , man , I appreciate your time today . Man , this has been another episode of the Roofing Success Podcast . Thank you for tuning into the Roofing Success Podcast .

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