In a time of paradigm shifting, we need a good old-fashioned system to rely on – thoughts prompted by Traction by Gino Wickman (and, Joel Barker; the Business of Paradigms)

(This is a slightly unfocused blog post – kind of like our current slightly unfocused times).

51s+PBMjJ+L._SX331_BO1,204,203,200_I am presenting my synopsis of Traction next week at the Nov. 2 First Friday Book Synopsis; and today for the leadership team of a top-notch local company.  Traction is a book that presents a system for organizational health and growth.  It is a true system: do this, and then this, and then this, in this order, consistently, and this good stuff will likely happen. They call it the EOS System (the Entrepreneurial Operating System).

Last night, I showed the video The Business of Paradigms by Joel Barker to my Speech students.  (I show it during my “persuasion” section”).  Mr. Barker says that change is hard; that change is always resisted everywhere it is attempted; but that when a paradigm shifts, “everything (and, everyone) goes back to zero.”

And, I’m thinking about some rather massive shifts in our world at the moment.

Joel Barker -- His business is paradigms

Joel Barker — His business is paradigms

So…one observation is this: we are all feeling a little unsettled. So, what do we do — whether it is in the big picture of what do we do, or in the smaller arena of what do we do in our company, at this moment, when things begin to change?

I think that when change is coming, that is exactly when we need a system to help us handle the change.

So…back to company issues. Here are some thoughts.

If you have a leader, and leadership team, that is studying, and learning, then it is inevitable that they will bring changes to the company.  If they don’t, it shows that they are not actually learning.

And there are some “findings” that are now pretty much solid; proven, and should not be ignored.  Let’s try this list:

In successful companies:

#1 – The leaders will keep learning, and bring about some change(s) – kind of…all the time.
#2 – But, at the core, are the core values of a company.  A company has to know, and constantly reinforce (teach; re-teach; repeat and repeat) its core values.
#3 – People regress to the mean; they forget stuff; they have to be reminded. Therefore…
#4 – A company needs many meetings.  To reinforce, to stay on target, and in order to enable communication. So…
#5 – A company needs constant communication.  In every way, in meetings, in e-mails, in memos, in conversations – the need is to communicate, and repeat, and repeat and repeat, the critical message of your plans. — Your long-term (10 year) plans; your shorter term plans (3 years); this year’s plans; this quarter’s plans.
#6 – A company needs clear plans; for this year, for this quarter.  (There is research that says 90 days is about right for this).
#7 – And, each person within the company needs to have tangible targets to hit in his/her work for the next week, month, quarter.  (They might even need a “number” to hit).

And, any company that does not implement a system to facilitate all of this is likely to let their future fall right through the cracks…

The book Traction provides such a system.  It is not the only system out there; it may not even be the best system out there. But…it provides a very implementable system.  At this moment, count me a fan.

That’s it…I’m through musing for today…

Leave a Reply

Your email address will not be published. Required fields are marked *