Part 2 | The Entrepreneurial Operating System for Business Owners

Hi, this is Lori Johnson with Hancock Whitney Bank and you're listening to Local Leaders the Podcast. Visit Local leadersthepodcast dot com for previous episodes or for information on peering on the show. Heyone, and welcome back to Local Leaders the Podcast. And it is part two Toby of our series on EOS. Yeah. I'm excited. Yeah, me too, Man, me too. I love what you do here, Jim, and thank you so privileged to be here and talk to your audience about maybe a wait for them to be better. Yeah, build a better business. I'll tell you what I've learned so much already I feel like I should be paying you. There's a lot that we have went over and really kind of you gave me a real quick symnasis of this and I was hooked. You know. It was definitely something I saw a lot of potential in and when I read re search it, I realized this EOS is a is a major company. I mean it's not sure, you know, it's not. It's not something that isn't out there in the ether as it were. On the internet. You can find all the information you need to have a very nice Facebook page. By the way, everyone if you want to go check that out and give it a like. They put up a lot of good information on there. But I love it that we have someone locally that is an implementer of this world. That's right, That's right. So yeah, worldwide organization, there is somewhere in the neighborhood. I believe it was last count twenty five thousand organizations running on EOS. Wow, somewhere in the neighborhood of seven hundred and fifty implementers. That's amazing, man. And you know it started out with one I mean, that's right at some point, or none at some point. I mean, you know, there was this idea in this system that was to be put out there, and there was you know, zero as far as clients at that point, and now you're twenty five thousand and so that tells me one of the most important things about this it works. It works, obviously. And one of the things you realize when you learn more about the US is these concepts have been around one hundred years. They're going to be around one thousand more. It just took one guy to understand and see the interconnectivity of those what he calls key components for your organization. Yep. And before we get into those, something that just popped in my head that we had talked about previous And we're probably going to go in a doubt on this y'all a little bit later in the podcast. But one of the things that I definitely want to make sure we discuss is the meeting How the importance of the meetings that you discussed where everybody goes and you know, your leadership team goes in a room. Yes, And I had brought this up because of Amazon, a company that everybody's familiar with. Uh, something that Jeff Bezos was a big believer in was those leadership team meetings. That's right, and he's he you know, has said more than once that that was probably one of the top keys to the success of that company, was allowing uh leadership teams to come in and be candid. Yeah, that's absolutely true. We call it a meeting pulse, right, and there are three distinct meeting pulses. There's a weekly meeting pose, a quarterly meeting pulse, and an annual meeting pulse. And the whole idea is to keep the circles connected. Sure, we're talking about communication and lots of organizations the circles never connect, and some organizations they connect too much. So with a meeting pulse, we feel like we've got it figured out about you know what that frequency needs to be to keep everybody connected on the same page, rowing in the same direction. Yep, my favorite saying right by the way, I've been using that one a lot. Let's get into you know, when we left people last we had just given like a view at thirty thousand feet of the six key components to your business. Yep. And so maybe maybe let's go into a little more detail with that. Sure vision is I think the one you started with last time. Maybe that's the starting point for your business, for any business, Sure really is the vision component getting everybody on the same page, all the arrows pointing in the same direction. Yeah. And the way we do that is we get your leadership team in a room and we answer eight simple questions. Yeah. Those questions are, what are your or core values, what's your core focus, what's your ten year target, what's your marketing strategy, what's a three year picture for your organization? A one year plan? What are your quarterly rocks? And what are you what's on your issues list? And once we do that get everybody in the room one thousand percent on the same page with those eight questions. We know who we are, what we're best at and love to do, where we're going long term, sure, who our client are, our clients are, and how we're going to get there. And you said one thing that was key to me. You know when we discuss this off of the record, I guess you could say, or off camera. Uh, and that was when you brought up vision and you said core values, core values or I did not realize until you brought this to my attention. It seems like common sense but more important than people may think. Sometimes you can have an h the owner of a company, for example, that has core values, okay, but if his leadership team doesn't share in those core values, that's a major problem, a train wreck. Yeah, it's the vibe of your tribe. Yeah. Oh I like that. Yeah, I mean you're full of thee Yeah. Uh, well, it's been working on those a lifetime. But yeah, it's you know, and it's not that there are you know, lots of times what we find good people and then bad people in an organization. There's just folks that don't necessarily share in core values. And it doesn't make one of the other anymore true. Right. We also say that we're not creating core values for the organization. They already exist. Yeah, So we have a few exercises that we take the leadership team through to discover, yeah, what those core values are. And then Jim, we take those core values and we use them to hire, fire, reward raise. When we get into the people component, I'll talk a little bit more about that. But core values should live every day in the organization and be a guide for how folks in that organization and your organization behave. And I would probably and I'm sure you'd agree with me on this. And there's probably some organizations out there. Maybe they're ten employees, twelve employees. You got a small lawn mowing company, right, and you've got ten employees. Maybe you don't even have core values. Maybe you've never sat down and really thought about, you know, what does my company stand for? What do I what do I want my company to represent at its at its core, and and that's where those values come into play. Or maybe you've never verbalized them to your employees. Yeah, there's probably situations like that, even absolutely true. Until you start building an organization, maybe you don't even need them. And then once you do, you know, I can only speak you know from my well, which is a great thing because you have experience on that side. It's just it's it's not something that is obvious or that that uh you you know, a light bulb goes off. Oh we got a problem here. It's because I don't have core values. Let me go right right right now. It's it's but at the end of the day, when we talk about building an organization and everybody run in the same direction, it starts with core vat values. Yeah, and it's it's one of the one of the most important critical pieces is to find those core values that describe who you are. And and folks just I guess tend to work better when they are alike, I agree, and the same mindset, absolutely, and if they're not of the same mindset, it probably tends to create more cause problems. It does, it does. Yeah, So, fucus, I think that should be a big focus in any business's core values. Yeah. Yeah, And if you don't know what they are for you stop and think about it and come up with some Too often they core values are sort of glorified people get hung up. They they wind up with with more of a you know, a marketing pitch, and they hang them on the wall and they look nice and they no more describe the the the core of the operation then you know, if you were to go pluck a few fancy words out of Webster's dictionary. Yeah. Right. Once we get the leadership team on the same page, there's one more two that we employ, and that's something we call shared by all. You know, you get your leadership team all on the same page, excited that they've finally discovered their core values. And the next thing we got to do is let everybody know. We got to tell them right right. Yeah, So on a quarterly basis, we bring everyone in the room and we share our vision and our plan to get there. So ultimately you get everybody in the organization rowing in the same direction. And Patrick Glincyoni tells a story of a friend he has and he quotes him. This fella built a business from the ground up to a billion dollars. He said, you give me an organization where everybody's rowing in the same direction, and I can dominate any industry in any market against any competition at any time. Wow, I believe it. I believe every time I say it makes the hair on the back of my next han. Yeah. That's powerful stuff. It really is and accurate, yeah, proper, but difficult to do. Difficult to do unless you have a system, a roadmap maybe yeah. Yeah. So with the second key component is it's a people component, right, because you can't build that great organization without great people. And so, like I mentioned before, we talked about core values. We say the right people in the right seats are the two things that you gotta have, and you got to have both and to build a great organization. So right people are those folks that share your core values. This is a term right people, wright seats. Jim Collins in his book Good to Great, popularized the term, you know, get the right people on the bus, wrong people off the bus, right people on the bus, sitting in the right seat, right and that that sounds great, but there's how to h It's one thing to recognize it, it's another thing to implement right. That's right. So we have a couple of tools we use and for right people, we use a tool we call the people analyzer where you take each individual in the organization and you literally grade them against those core values. You set a bar for what what what right looks like, and you evaluate each individual in the organization about whether or not they share the core values and and and represent those core values on a consistent basis, and and you know, it comes a communication tool, right when you sit down with your folks. Everyone wants to feel like they're contributing in the right way. And so giving them feedback and creating a dialogue with your folks on what those core values what right looks like in terms of behavior is a super powerful It drives culture absolutely because those people want to feel like they're part of the solution. That's right, right, I mean if you feel like you you know, and I can speak from that having worked for somebody else in the past. I want to feel like I'm a part of the solution. And if everything's if everything's happening around me and I'm on a leadership team, for example, and I have no input, you know, just the the culture problem that would create it, maybe even a little resentment. I would feel like my opinion doesn't matter, why I'm not valued, you know, as an employee. So I love it that it's kind of all inclusive with this leadership team. It's you know, it's not just we're going to sit down with the CEO or the the vice president or the president of the company and then he's going to dictate everything. This is a team effort. If you will. Absolutely, you're building an organization. You're building an organization, and that is uh, that is hugely important and probably lacked more than people realize, because I think when you get at a certain level in business, especially when you're an owner or a vice president or a president, maybe sometimes you might forget how important it is to include your your leadership team in things, or make them feel included, make them feel like they're they're offering up something. If you will, and you know that that once you as you can't do it on your own, and you know you're going to need help, you begin to assemble that organization and it just happens and fits and starts too often. Right, the road is a crooked path, and I feel like EOS helps to straighten that path out. Some I agree, And I want to ask you a question and just get your professional opinion on the importance of this. How important is culture? What's everything? Yeah? I believe that too. It can sink or swimmy, I think in a lot of cases. So one thing with the EOS that in an EOS implementer is that they can go in and not only can they instill a positive culture into the organization, but they can also spot cultural culture issues. You through what you were just talking about, which is these uh you know where they're they're basically taking these core values and grading these these leadership team members on on whether or not they are are fit for these core values. That's right, that's right. Like I said, we have some exercises. You know, one super important thing is important to me as an EOS implementer. I'm not a consultant. People aren't hiring me because I know more than them about their business. Right, we have a saying that I absolutely love that the wisdom is in the room. It's my job to help discover that wisdom and make teams, help teams become their best. So I'm glad you made that distinction. Yeah, yeah, absolutely super critical. You know, I spent a lot of money on consultants and they never helped me in the way that that we're able to help organizations with THEOS. Well, you have a system, and that to me is a huge difference, honestly. Yeah, no, it's true, that's true. So the second tool we use with the people component is a tool we call the accountability chart, which is it's an organizational chart on steroids, right, where we look at the structure of the organization. First, no people in seats, and we figure out what that structure, that optimal structure needs to be to provide clarity and reduce complexity. We define five roles for each seat on the accountability chart, and then we just simply go about putting folks in seats where what they're great at and love to do match the five roles in the seat. Sure, and seems like common sense, but you know, not done as much as you would think. Well, we we have a tendency, I think to over complicate things, especially when we don't understand them at their at their root, at your nature. And so that's where us comes in and does does that work for you of simplifying processes to help you to help you get where you want to be with your organization. Very good? Yeah. So the next component is the data component, right, and and it just a P and L is great for measuring the past. So what we aim to do with a scorecard is to settle on what those critical numbers are, those activity based numbers that that make that P and L whatever it is at the end of the month, and we look at those on a weekly basis, so that you have a finger on the pulse of your business and before you get to the end of the month when it's too late to do anything about it because you're looking in the rear view mirror. We use a scorecard to help us fix whatever problems might arise before when yeah, a result, moleheels the mountains, that's right. So we work with the team to create that scorecard and ultimately, ideally, you know, a scorecard is comprised of five to fifteen measurables, right, that are going to keep your finger on the pulse of the business. Ideally at the end and we've got the right scorecard, everybody in their organization has a number. Everybody in the organization has a measurable they're responsible for, so that again they feel like they're doing their part to create success for the organization. Yeah, huge, huge, And I would also imagine that on that point with data, your your scorecard is the way that the organization can catch those little small things before they balloon. And I'll use my example. I'll use an example of my old world, and that was the paint world, and we were you know, we were salespeople. Sometimes you might have a customer, let's say this, a customer owes money on his bill. Okay, that was common in my industry. And so maybe he's ten days late, okay, if you don't start making him aware of that, because sometimes they're just not aware or they're busy and they just hadn't. The next thing, you know, he's thirty days late and the balance is double what he was late when he was ten days late. And that's a really that's a really just dumbed down example of the mass amount of issues you can have that will absolutely blow up if you don't address them, you know, a week after they occur. Let's say in the seven day you know the weekly time frame. If you go all the way to thirty days, imagine what that problem would be. Sure, and some folks, you know get ninety days out. Yeah, so you're right, you're right. It's their activity proactive numbers that help you address issues before they become problems. Absolutely, And we do a thirteen week look back, so that you can begin to see trends that patterns. You know, a number off one week might not be a big deal, but five week pattern of a number being off, now that's something we might need to address. Absolutely, absolutely love that. Love that. So that's the data side. Yeah, and so getting your vision and your people and your data components strong. Right, what we've seen happen when an organization becomes strong and those three key components comes very transparent. Now, problems that come up jump out at you right. You're able to see the inefficiencies, the problems, the issues, and even the opportunities like you never have before. And so what Geno found was that organizations need the well, great organizations are really good at solving their issues. They're great at teeing them up, recognizing the issue, digging down, figuring out what that issue is, that it's root cause, and solving it in such a way that it goes away forever. That's really the key. So we're not making the same mistakes over and over again. Right, And so with issues, there are two tools we introduce. One is an issues list, and then the thing about that is is creating a cultural vibe to where everybody in the organization feels okay when they see a problem that they raise their hand and say, hey, this is an issue. We need to discuss it, we need to solve it, and it gets on a list somewhere, right, And then we use a tool called IDs. It's the Issue Solving track where when you get in a room, when you come together as a team in order to solve your issues, you do three things. First, from that list, you're going to prioritize what the top three issues are. We'll go three at a time, right, But the idea is if you don't get around to solve in anything else in the time you have together, you're going to solve the three most important issues of the day. And so you start with the first issue. You identify what that issue is at its root, because sometimes it's just a symptom, right, Sometimes you got to dig down and really get down to the heart of what that issue is. Once we've done that, everybody gets to say their take on it. We call that discuss one catch. Nobody gets to repeat themselves. Peton's politic and it's a waste of time. Great point get everybody has a chance to put their two cents in. And then once the conversation becomes redundant. You move to solve, and solving looks like an action item that gets taken somebody assigned as being accountable responsible for that action item. And once we do that, we consider the first issue solved and we move on to second issue. And then then it's rents, repeat over and over and over again. Wonderful, wonderful. And you know, more often than not in organizations issues In what you said there that I really liked issues Sometimes on their surface, on the face of them, you would think you're solving it. But if you don't get to what's underneath they're causing it, it maybe a whole different. You may be putting a band aid on something rather than solving it. Yeah, you know, I said maybe in the last episode that entrepreneurs deal with one hundred and thirty six issues simultaneously right at the end of the day at the root, there really only ever been twenty three issues in the history of business. Yeah, right, And that's just what you said, because those one hundred and thirty six issues, most of them are symptoms, right right, And once you dig down to the root, cause it's really only about twenty three. That's interesting. Wow, interesting, all right, So we'll move on from there to process, just about getting all the most important stuff in your business done the right and best way. Businesses they have six to ten core processes. You know, there's an HR process, there's a marketing process, there's a sales process. You might have two or three OPS processes, an accounting process. Right, six to ten core processes that really make the business run. And so what we help our clients to do is to identify what those processes are, and then in a tool we call the three Step Process Documenter, we document those processes taking a twenty eighty approach where we identify the top twenty percent of the steps to get you eighty percent there trying to avoid a seven hundred and fifty page SOP manual that nobody's going to read. Right, just major steps, high level. It's called an entrepreneurial approach. And you know I can speak to that sop albatross. Right, We did that very thing. We hired somebody, spend a lot of money. They created an SOP manual. I don't know if anybody ever cracked it open to read. It was very nice though. Yeah, the idea is to keep keep that document living breathing updated and make it easy to do. And then with capturing those processes, the next tool of discipline we use is something called followed by all, where everybody that touches that process right is trained to do it the right way and they're being managed a measure to do it the right way every time. With process it's it's that Frenchies model approach to cookbooking your operation right. It makes the business more scalable, makes it easier to manage. Actually a little more fun come to work every day. You sleep better at night and smile more during the day when you've got those core processes simplified and documented and then follow it and you know they work, and so you're you're right. I mean, it's less stress walk around in the organization, and the reward is seeing everybody executing on their specific job in the organization and doing it doing it the right way right. It's uh, it's a game changer for sure. Yeah, yeah, I would imagine so. And then we'll move on in the next distraction. Yeah, last, but not least. You know, in the model, the vision is on the top of the model and traction is down below. And that's not by accident. And we say that that traction is about bringing that vision down to the ground. And quite honestly, it's when businesses don't realize their vision, it's usually due to a weakness, and the traction component. Sure. There are two tools that we introduce that make sure that that doesn't happen for your business, and the first is rocks. Yep. These are the quarterly ninety day priorities the leadership team identifies for the organization, right the most important things that we need to work on over the next ninety days. And guess what, it's three to seven. It's not twenty seven. Yeah, less is more an EOS. Everything about EOS is about simplifying and pounding that into entrepreneurs heads that less is more. So it's three to seven priorities for the organization that we want to get done over the next ninety days. And ultimately, everybody on the leadership team has a rock or two that they're working on. And what that does is creates what we call a ninety day world where everybody is focused, they're working on getting those priorities done, and at the end of the ninety days, they come up for air, they look back see what they've gotten done over the last ninety days, checked off the list, rock completed. Then they pull out the vto their vision tracker and make sure everybody's still on the same page, because sometimes as leadership teams we can get off off sure the same page. Make sure everybody's on the same page, and then you identify what's important for the next ninety days and get back to work, which brings us to the second tool and traction, and that is we touched on it earlier, the meeting pulse. So the meeting pulse is a weekly ninety minute meeting that follows a very specific agenda where we have a segue everybody checking in with good news. We do reporting in that agenda where you review your scorecard, your rocks, any customer headlines that need to be discussed. There's a to do list in that agenda where action items that were assigned from the week before we check off did those get done. It's a little accountability check, and then the line share of the meeting is spent idsing the issues of the organization, solving the problems of the organization, and making sure that you get the most out of the time y'all have together. Then you wrap up with a conclusion, you make sure or that everybody's on the same page with to do's. Were there any cascading messages that need to get sent out? Was anything decided in that meeting that needs to go out to everybody else in the organization? And that happens on a weekly basis. The moment of real really the moment of truth for a leadership team getting together on a weekly basis, making sure everybody's on the same page. And I would imagine one of the most important components of this whole thing is that weekly meeting. Well, so, yeah, if you're not doing it, and we call it an L ten meeting because the idea is whatever you would score your meetings on a scale of one to ten. If you follow this agenda, it's going to set your meetings up on a ten scale. Yeah, you're absolutely right. If you're not, if you're not doing the level ten meeting, you're really not doing EOS. Yeah, that's right. That's a huge part of the system. That's right. And you mentioned you mentioned Rocks in there, which is I don't know why, but that's like one of my favorite parts of the whole EUS system. I just think that because I'm a big believer in I'm a big believer in setting goals, and rocks, to me are are issues that need to be addressed and fixed. So for me, that's setting a goal. I want to I want to take this rock and fix this problem. And then look, when I was on leadership teams in the past, you better believe I was peacock and when I fixed rocks. Right. So We're at these these ninety day meetings and I'm like, oh, my rocks are done. I need more rocks. That's many more rocks. I felt. I was proud, you know, and I felt like I was solving and I was I was solving an issue for the company. But you know, my I guess by accident. My entire life, I've been a goal setting guy. So I would identify things that I needed to fix in whatever business I was in, and I would just make a list and I would go down. I would cross it off as I did it, so similar, just not as dialed into what EOS does. EOS is kind of like you said, it's it's kind of like my plane on steroids. Yeah, but also said that there are concepts that have been around forever. Sure, you know, absolutely that's the best thing about this system is we've talked about this A lot of this was, you know, it's taken the best out of many different ideas from many different people, I'm sure, and then marrying them, taking what works and using it. That's right, that's right. In fact, rocks was a concept first, I guess, written about by Stephen Covey, Yes, yep, and just the effective people. Yeah, yeah, where he describes a glass cylinder with You've got rocks, pebbles, sand, and water. Right. The rocks are your your big priorities. The pebbles are daily tasks, the sand is the distractions that might keep you from getting your your work done, and the water is everything else. That's right. So if you put the sand, the pebbles and the rocks, put the water in, there's no room for the rocks to fit. Right. However, if you reverse that order, put the rocks in first, then the pebbles, pebbles fall around the gaps, the rocks create sand fills in around the pebbles. The water then does the same. Everything fits, everything fits, love it, love it. So we we just covered the you know, the six components, and I've popped charts up as we've been talking and you can see you've got your business in the middle, and then you've got those six components surrounding that. What I really like about this the system is it's only six components. It's you know, it's not ninety different things. It's not something that is overwhelming to the business owner or the leadership team for that matter. It's something that with an implementer such as you, you can handle as a business. And I'm sure there's a lot of businesses out there now and they're they're wondering, like, how would I know if I'm a good fit for this system. Yeah. So we have what we call a target market, and that's ten to two hundred and fifty employees. The owners are growth oriented and open minded, open minded important, right, yeah. Yeah, they're also open and honest and willing to be vulnerable with themselves and one another very important. Yeah, you know, a touch of humility. Yeah, and a lot of times they're frustrated. Sure, so maybe maybe just with growth, maybe maybe with the lack of the lack of growth. Yes, maybe they feel like they've hit their pinnacle and they can't get over that home. Yeah, we call that hit in the ceiling. And here's here's the news. You need to know. Everybody hits a ceiling. It's inevitable. Right. Organizations that can implement a system like EUS or master what we call five leadership abilities, which are the ability to simplify, delegate, and elevate, predict, systemize, and structure their organizations break through that ceiling. Yeah, right, and they create a new sailing at that point. It's inevitable through that yep. Yeah. I mean as long as you're continually going up. EOS gives you the ability to recognize those ceilings and understand what you need to do in order to break through. Very good. And you you mentioned you mentioned ten to two hundred and fifty employees. That's your sweet spot. That's not if you have two seventy five. It doesn't mean that you know that have one thousand employees run on the US. Yeah, they're companies with three employees. There you go, that's just a sweet spot and is there. You know you work with many different businesses. There's not one specific business that you work with. Correct, correct, and you know for profit not for profit. I've worked with all of them. Anytime, there are people in an organization that you need to get, uh, where the where the energy in the room needs to be organized. There is a place for us. Yeah, and you brought this up earlier. But you know, one thing that I do want to hammer down with the EOS and I think is very important, is the process is designed to work with the entire leadership team and of an organization. So it's not it's not a process where it's Toby meeting with the you know, the owner or the CEO and I'm just gonna work with him and then he'll implement it with his guys or and guiles. This is a this is a process that is absolutely designed to get the leadership team and the owner all rowing in the same direction. Yeah, that's right. And what we find is that as the leadership team goes, so goes the rest of the organization. So our work is with the leadership team, and then we help the leadership team to push the US model down to the rest of the organization. Yeah, huge, huge component. And you know, I'm sure there's a lot of people who have heard what we've said the last couple of episodes and they they maybe they want more information, hopefully they want more information. Definitely they want more information. You know, what are the steps from there. If someone's heard this and they've got twenty employees and a leadership team, they'd like rowing in the same direction, what do they do? Is it as simple as just reaching out to Toby or well, there's a website that's full of resources, right, And there is the option to self implement if you find yourself maybe not quite comfortable busy with the day to day running of the business, to step back and and and you know, mastermind implementing a system like EOS. That's where the implement a network comes in. And that's something I'm part of. You are the implementing type. Thanks, you're the only you are the one, the only one on yeah, and so you know will come out. I would ask for ninety minutes to give a run through. We have a presentation that shows you the model and how it works. And I've seen that, y'all and it's great. Great. He does a really good job of that. And it's not like it's not something that is just mundane. It's it's very interesting and something you're going to get a lot out of just watching. Yeah. And there's a process that will outline in that ninety minutes of how we go about implementing EOS. There's a very specific process for how we go about doing that, and I think we mentioned in the last episode that process takes about two years. And I think that the noteworthy thing there is, as implementers, we're not looking to embed ourselves in your organization and become a permanent fixture. We're going to step in, run you through a process for implementing EOS, and then we're going to graduate you. We're going to step out and let you go on running your business in a better way than you did before. Yeah, and those and so let's talk about that. That to your process real quick. And you know, you hit mention that there's times when you'll come in and you'll as an implementer, you'll assist in leading these meetings and things of that nature. How often does that occur? So there's a setup process. I kind of call it. It's it's going to feel like boot camp. Yeah, where come together on day one for what we call the focus day. It's a full day. Thirty days later we start with the vision building for the organization. So we call it Vision building Day one. Thirty days after that, I come in for Vision Building Day two. It's a space learning process right where we spend the day together, your heads get filled, You've got stuff to go do in the organization. You go back to work and implement whatever it was we talked about on that day together, figure out what's working and what's not working. You come back, we hammer those issues out, We press forward, so that by the end of day three together, we've essentially established the framework for EOS. After that we go into what we call the execution phase, where I come in on a quarterly basis and run your quarterly meetings right EOS style, and then annually is a two day annual. We do some team building on day one of the two day annual, and then day two is just another quarterly where we plan for the next year. Yeah, yeah, very good. So, and what I wanted to kind of paint a picture of there is Toby is an implementer, is with you one hundred percent on this and definitely on his side of things. He don't let the information blow your mind to the point where it seems like it may be hard to grass this. This guy does an amazing job of just breaking this stuff down. Where if you've never ever seen EOS before, with just that ninety minute meaning you'll have a good grasp of what the initial goal is for sure. Yeah. Yeah, So thanks Toby. I'm going to link you know, just like I did with the first episode of the website. Yeah, I'll link that to this this video in that way. If you want more information, people, please feel free to go click that link and check it out. Now, Toby, do you have specific areas you know in some organizations there's specific areas you work or what if someone in California right now sees this and they want an implementer, but they want Toby. You know, it depends on the circumstances. I say, travel for landscapers, yeah for sure. But yeah, it's all about fit with the OS and finding the right implementer. And so I'm not going to say no. I might say that there's someone over on the West coast that might be a better fit, but uh, you know, really my focus is our community, really high on working with folks in the state, trying to build a better organization. I have clients in Mississippi, I've got clients in Texas, but but really, uh, I would like to do all I can to give back to the community. Yes, yes, and look Livingston Parish Baton Rouge community, if your organization organization would just like to learn more, uh, Toby would be glad to sit down with you and give you, you know, a ninety minute presentation on what EOS can do for your company. And I'm telling y'all it is legit. It is something that if you are experienced frustration in your company right now, you've you know, you're doing yourself a diskservice by not at least checking this out. That's my opinion. So please please feel free to reach out to me, message me if if if you want the information, I'll put you in touch with Toby as well. So Toby, thank you man. This has been an amazing I hope everybody got out of this what my goal was, which was to just give you better information to run your business. And every now and then, I want to do things like this where it's it's it's education for our business centers out there. I think that's important and that's something that that Toby is offering with this system and him being an implementer of it meaning EOS that I'm telling you every organization can use and every organization can benefit from. So check that out. Thanks again for coming on I appreciate you, and until next time, folks, I'm Jim Chapman reminding you love your community, support local business, and keep leading. Thank you very much