I used to say that my dogs were five for five in catching a rogue chicken, while my chickens were zero for five in surviving. It made sense. I had two bird hunting dogs trained to retrieve birds. Yes, I hated losing a chicken, but who can blame me or the dogs for those odds? During a recent trip, my dog sitter texted me to say that there was a hole in my chicken netting and one of my chickens had escaped. Of course, my first thought was that I’m down another chicken (which really isn’t good because of the cost of eggs). Her subsequent text said she was able to retrieve the hen and get her back in the coop. Then I thought, oh good, JacX wasn’t up near the coop. Her next text stated that she managed to get JacX back to the house before she went to

Part 2 of my interview Mark Urso, the owner and president of Bear Contracting, a heavy civil contractor out of Bridgeport, WV. Me: Mark, What was one immediate effect of implementing EOS into your business? Mark:  We gained more transparency, and hence accountability. We were able to identify that some people were not only NOT doing their jobs, the things they were doing were hurting us. ENTERING THE DANGER Can you imagine the feeling Mark got in the pit of his stomach when he made that discovery? And as bad as that feeling may have been, can you imagine the consequences in your business of NOT making that discovery? Great leaders like Mark Urso “enter the danger”. He knew he had to act, but he also acknowledged to himself that he had limited time to figure out what exactly was going on in the business. Great leaders make difficult decisions.

Letting Go the EOS® Way: Why Delegation Is the Key to Elevation Letting go isn’t just a tactical challenge—it’s a psychological and leadership breakthrough. As a business owner or Visionary™, you don’t struggle to delegate because you lack capable people. You struggle because delegation challenges your identity, your beliefs, and your grip on control. EOS® teaches us that Delegate and Elevate™ is one of the most powerful tools in a leader’s toolbox. But if you’ve ever resisted handing something off, it’s likely because of what that task represents to you. Delegation Isn’t About the Task. It’s About the Trigger. That sales call? It’s not just a sales call—it’s your reputation. That project timeline? It’s not just a Gantt chart—it’s your reliability. That client proposal? It’s not just a document—it’s your value. So when you hand these off, it doesn’t feel like a relief. It feels like a risk. That’s why

Welcome to the 90-Day World At EOS, we believe in the power of focus. We call it the 90-Day World. Every 90 days, we pause to assess, realign, and refocus on what matters most. Why? Because 90 days is long enough to achieve something meaningful, but short enough to stay agile. It’s the cadence that creates traction. The Foundation: EOS Quarterly Meetings At the core of the 90-Day World is the EOS Quarterly Meeting. Every 90 days, the leadership team steps out of the day-to-day to reflect on the past quarter, reconnect with the organisation’s direction, create a clear set of Rocks—the top priorities for the quarter ahead, and solve long-term issues. This meeting also serves as a moment to sharpen team health and mastery of the EOS tools. Syncing Up: Quarterly Conversations In the week leading up to the Quarterly Meeting, every manager conducts EOS Quarterly Conversations with their

(In early 2025, I had the opportunity to interview Mark Urso, the owner and president of Bear Contracting, a heavy civil contractor out of Bridgeport, WV. The interview was part of an event hosted by the Contractors Association of West Virginia. Bear Contracting is my longest-served client, and I consider Mark, his wife Angie, and the rest of the team to be friends. This is the first of a series of posts based on that interview.) Me: Mark, you’ve shared your story with me. You’ve built Bear Contracting from the ground up. You’re successful by any standard. You should be proud of that, and I know that sense of accomplishment resonates throughout the company. What led you to reach out for help? Mark: “[We hit a very bad rough patch.] We had some key players who did some things that really hurt us, and some who just weren’t doing their