Using the People Analyzer™ Tool to Assess If You Have the Right People    By Bill Stratton, Certified EOS Implementer   For most organizations, 82% of their issues originate in the People Component of the EOS model®—not having the right people in the right seats. Whenever a leader is dealing with an employee issue, I ask: “Is this a right person or right seat issue?” Occasionally, a person is not a good fit—period; sometimes an individual might be a good fit for the organization but isn’t in the right seat.  Using the EOS People Analyzer™ and the Accountability Chart™ tools together, you can more effectively get to the root of people issues and address them.   The People Analyzer helps determine if a company has the right people, specifically those employees whose behavior is consistent with the company’s Core Values.  The Accountability Chart is the equivalent of an Organizational Chart

By Bill Stratton, Certified EOS Implementer   In July of this year, I became a ProfitWorks Certified Coach. I am honored to be among the first seven coaches nationally certified in the ProfitWorks SolutionⓇ founded by Alex Freytag, an expert EOS Implementer™, EOSⓇ Community Leader, and EOS ConferenceⓇ co-founder.   Through his work with entrepreneurs, Alex recognized that many companies have a bonus or incentive program not connected to a company-wide goal that employees must collectively achieve. Those types of discretionary awards don’t require any skin in the game. Over time, that leads to employees feeling entitled to rewards rather than making decisions and taking actions that help their company accomplish its revenue or profit goals. So, Alex created the ProfitWorks Solution to help leaders develop an incentive plan that shapes employee behavior to improve their organization’s financial performance.  As a ProfitWorks Certified Coach, I am trained to help business leaders

By Bill Stratton, Certified EOS Implementer   Procrastination is a real issue for many entrepreneurs and business leaders. They have a vision. They have goals. But they have no idea how to achieve them.  Dan Sullivan, founder and president of The Strategic CoachⓇ and author of “Who Not How: Your single formula for achieving bigger goals through accelerating teamwork,” says leaders who struggle with procrastination ask themselves the wrong question. They get hung up on “How do I do this?” when they should be asking, “Who can do this?” I agree. In my experience, the person with the big idea typically doesn’t have all the skills, knowledge, capabilities, time, and motivation to tackle all the tasks required to make their vision a reality—and procrastination ensues. They get hung up on all the obstacles standing in their way because they think they must tackle everything themselves. The Who Not How concept

There’s No “Right” Way to Be a Leader, But You Need Two Essential Qualities to Do It Well   By Bill Stratton, Certified EOS Implementer   In their book, “What It Takes to Be a Great Boss,” Gino Wickman and René Boer help leaders, managers, and supervisors leverage the People component of the EOS® Model to create a productive and motivated workforce.  Often, I find that leaders worry too much about whether their leadership and management styles are up to par when those things don’t matter all that much.  Whether your style is “tough and tell it like it is” or “subtle and soft-spoken,” you can be a remarkable boss if you: Genuinely care about your people. Truly want to be a great leader and manager.  These characteristics are non-negotiable. As long as you possess them, you have the makings of a great leader. EOS concepts and tools — like

One of the most powerful exercises I do with leadership teams is a simple one called “One Thing Commitment.” When I first introduce it, I can see the dread and hesitation on their faces. The exercise involves giving and receiving kind, constructive feedback. Each team member is asked to share one admirable trait they see in a colleague and one thing that person should start or stop doing for the greater good of the team. The mood quickly changes, though. By the end of the session, this exercise is consistently cited as a favorite component. Leaders hear about their strengths and get feedback in a way that doesn’t feel negative. It’s often the first time they receive this kind of candid, compassionate input. The final step is crucial: each leader commits to one thing they will start or stop doing for the team’s health. With quarterly check-ins for accountability, it

My biggest leadership lesson came from the worst boss I ever had This is a personal moment that changed my life… I was 20, fresh into the corporate world, working at a large telco that doesn’t exist anymore. My role was to support the B2B sales team by onboarding their customers and manually entering every sale into the POS system. Thousands of connections a month, each one had to be submitted before 11:59pm on the last day. No one asked me to stay back. But I did. Every month. One June, it was pushing 8pm. Everyone else had gone home. I was still plugging away, trying to get us across the line for EOFY. That’s when the CEO, let’s call him Matthew, walked by. He never really acknowledged me. But this time, he stopped, put a hand on my shoulder and asked: “How are you doing?” I said, “It’ll be