The Entrepreneurial Operating System for Business Owners

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Hi, this is Lori Johnson with
Hancock Whitney Bank, and you're listening to

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Local Leaders the podcast. Visit Local
leadersthepodcast dot com for previous episodes or for

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information on peering on the show.
Websters defines an entrepreneur as one who organizes,

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manages, and assumes the risk of
a business or enterprise. My guest

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today started out doing just that.
After a trip to Greece, he became

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involved in his dad's small landscape business, eventually growing it into a multi million

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dollar organization, selling it, and
then becoming involved in what became is passion

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helping frustrated business owners gain traction in
their business. If you're an entrepreneur,

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and most of you who watch my
podcast are, especially if you're frustrated,

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maybe you are feeling like you're just
spinning your wheels a little bit, you're

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gonna want to pay attention to this
two part series. So before we go

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any further, I want to welcome
Toby Massingal to Local Leaders Podcast. Thank

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you, Jim. I am excited
to have you here. Yeah, man,

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it's excited to be exciting to be
here. Absolutely love your show,

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love what you do here, Thank
you, thank you. It is a

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labor of love for me, as
I say, Uh, and folks,

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in case you don't know, and
obviously you wouldn't unless you were here.

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We have been working on this one
for a little while. Uh. This

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what you're about to hear and why
it's a two part series is it is

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literally, in my opinion, one
of the top ways in which a frustrated

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business owner can move forward with a
plan and a a system. Yes,

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and that's really what all this is
about. So it all started, and

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this is one of my favorite parts
of your story. It all started with

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a trip to Greece, of all
places, for you at a young age.

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Yeah, so tell me about that. Let's kind of lead in with

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that. So I was twenty one, I was trying to make school work

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for the second time. I had
taken a little break between I guess getting

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started in college after high school,
because that's what you're supposed to do.

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I took a little break to get
a job, I had to earn money

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for tuition, and was at my
second time around trying to figure out what

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I wanted to do, and happened
to meet a woman who wound up being

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my first wife, who had been
to Greece yeah, the summer before,

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and boy I had visions of adventure
and conquering the world. Yeah, and

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never been to Greece, and so
we went. Yeah beautiful, blaze,

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Yes, absolutely beautiful. I wound
up settling in, found the job running

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a little hotel right on the beach, and that's cool. How old were

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you at that point? I was
twenty one, twenty one? Yeah,

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golly, that must have been a
blast, it was, looking back to

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I'm glad I did it. Yeah, yeah, well while you were there,

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and and you know, when you
do those sorts of things, you

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want to do them when you're twenty
one, not when you're in nessarly fifty

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one, although I know some fifty
one year olds that would argue with me

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about that and say, do it
at twenty one and fifty one. Totally

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different experience, very different. But
it was when you came back from that

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trip that maybe you felt like you
wanted to get involved in your family business

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at that time. Correct. Yeah. I don't want to lead anyone to

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believe that there was any ambition,
right, Yeah, I got back,

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I had nothing to do. I
had decided school really wasn't going to be

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an avenue for me, and my
dad had started this small endscape business.

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He was formerly in road construction in
the eighties when lots of folks struggled,

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he we wound up struggling as well. They had to shut that business down.

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And yeah, in construction. Yeah, so he was doing the landscape

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business. And I just threw in
to see if I could help him needed

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help, and maybe to bide a
little time until I figured out what my

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next move might be. Sure.
Sure, and so you jump in there,

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jump in is his landscape business.
And I'm I would imagine that you

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probably started noticing things that maybe could
be more efficient, or issues with the

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business that you could help solve.
It was, Yeah, it was the

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the humblest of beginnings. I don't
know that either one of us really knew

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anything about horticulture, but threw myself
headlong into it. Uh and and and

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really love the freedom and autonomy and
and the feeling of being productive that that

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having your own business can give you. And and you know, over the

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time in the early early days,
just really poured myself into learning the business.

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And I guess you know, my
mother and father had instilled in me

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and my brothers a passion for being
excellent we played sports and we were all

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very competitive, and so that natural
drive to produce an excellent product, ye

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kind of was right there all along
as I was learning the trade, absolutely,

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and drive, you know, to
me, is one of the most

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important traits, if not the most
important, for a business owner to have,

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because if you're not driven, you're
really really going to have a struggle

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moving ahead. You've got to have
something in you that always wants to improve,

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always wants to be better. That's
something about when we talked about your

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story before we were recording this podcast
that I picked up on right away as

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you were someone that kind of seeks
out knowledge. That is a derivative of

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drive. It's really easy to sit
on the couch and want to watch Netflix

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all day, right and and be
happy with where you're at. But when

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when you're driven, you always feel
like you've got to take advantage of time

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in the day. And especially as
business owners, we can all relate to

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that. Now, family business is
trucking along and look family business, y'all.

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And I can't speak for this from
a personal perspective, but I worked

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for a company that was a family
business. It's tough to run a family

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business when you've got sons and dads
and things like that. You will see

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these multi generational businesses from year say
one to year five, the success rate

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shrinks dramatically. From year five to
year ten at shrinks even more. By

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the time you get into say the
fourth generation or third generation. It's only

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like five percent of family businesses last
into that third and fourth generation. Yeah,

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that's true. Yeah, so that
speaks to you and your dad must

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have had a good relationship for the
most part. We did. He did.

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And you know, I always look
to my father, learned and and

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he was one of these guys that
kind of taught you how to do it

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by doing it himself right. So
in other words, I never preached right,

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never never came off acting like he
knew better than me. So there

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was always a mutual respect as well. Now that's not to say we always

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got along. We bickered every day, but it was always for the better

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and higher good of the business.
That did come a point in time where

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you know, I think having a
business, when that business fails, it

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takes a lot out of you.
And that was his experience with highway construction.

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So I don't think that that he
ever set out with this landscape venture

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with the ambition that that I came
along and brought to the operation. Yeah.

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Do you remember one quick question,
I'm very curious to know this.

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Do you remember the day when you
decided, I think this is what I

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want to do. I don't know
that it was a day, But there

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was a period of time where I
just got hooked with the game of building,

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growing, owning, having a business, you know, And I think

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that I always say, you know
that that was my problem in school,

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was just nothing jumping out at me, grabbing me, driving me to want

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to know more. And and so
when I got started a landscape business,

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and it just something A light bulb
went off, a fire got started,

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and so it might have been something
else later down the road. I don't

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know, other than landscaping. But
man, I fell in love with it,

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and uh and and I fell in
love with being an entrepreneur and then

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eventually fell in love with landscaping.
Yeah, yeah, and and uh so

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you did fall in love with it. You fell in love with it so

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much, in fact, that you
bought your father out of the business in

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the late nineties. I believe it. Yeah, it was, it was,

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and he was I was pushing him
a little harder than he wanted to

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be pushed, and he thought maybe
there was something else he'd like to pursue,

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and so we decided. And I
had been angling it it, wanting

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to have ownership. It was we'll
blame it on youth, right. Yeah,

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It wasn't that I needed to buy
him out because we weren't getting along,

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but but I was maybe pushing him
a little harder, and it was

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It was really a beautiful way to
transition because he only stayed gone for a

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year. Yeah, and that was
around the time that we picked up our

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first really big commercial project and I
needed him and he was ready to come

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back. And from that moment on
we had this wonderful partnership. He was

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my biggest cheerleader and was always there, always had my back. Was it

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was a good thing, very good. And that you mentioned that commercial project,

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would that be the Mall Louisiana.
It is okay, And look,

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we want to spend a little bit
of time on this because I put myself

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in the shoes and my guest a
lot. And for those that may be

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outside of Louisiana listening to this,
Mall Louisiana is a gigantic mall here in

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Baton Mariage area. But when it
first came around, and it had a

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lot of fanfare with it, obviously, and you had your eye on it.

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Yeah. Yeah, for in the
landscape world, it was one of

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the biggest things to come along,
maybe ever for a private commercial landscape company.

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And you know, I'd spent about, you know, five or six

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years just learning the business, really
honing what we did, developing a reputation.

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And so when the mall came along, I don't remember if I took

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a picture and put it on my
refrigerator, but mentally I said that that

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project's going to be ours. I'm
going to do whatever it takes. Did

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you believe that in your hand?
I did. I went out there as

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all day and just short of making
a nuisance of myself, got to know

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the contracting company that was installing them
all. They were a large outfit out

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of Greenville, Mississippi, No,
Greenville, South Carolina. Yeah, And

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got to know that guy and and
and ultimately wound up helping him kind of

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save the day. They had some
labor issues towards the tail end of the

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installation of that project, so I
really gave me the opportunity to cement my

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relationship with him and create a loyal
fan and a good friend actually, And

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so you know, it was going
to ultimately be their decision as to who

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was going to maintain it because they
were under contract to maintain it for the

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first year. So they because of
that, they got to select the company

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going to follow up with that,
Magneans Ongoing. And this was yeah,

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this is I mean huge, this
is a huge And before that, had

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you uh was it primarily residential you
were focused on? We were we were

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in the commercial landscape space, but
we didn't have a project that I would

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call a flagship project that we could
hang a hat on and fly our flag

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on. Yeah, yeah, and
that was that was As a matter of

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fact, I remember the shock in
dismay for most of the folks that were

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in our industry, wondering how in
the heck we were gonna possibly be able

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to handle that project. And of
course that as you know, when enough

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people say you can't do it,
oh yeah, that's all you need to

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hear. Yeah, And I love
it that you and your mind had no

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doubt you were going to get that
project. And that's really the first step

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because if you don't believe you can
do it, You're probably not gonna do

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it. Your own limitations are what
you have in your mind. That's right.

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I truly believe that. And so
it doesn't surprise me that you ended

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up with that job and what it
what it gave you, or what I

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can picture from that is now you
have a project that is a flagship project,

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and look, those things are like
dominoes. Then when another big project,

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Oh yeah, I do Mall Louisiana
in case you don't mess right,

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And so it lends legitimacy where exactly
it's amazing what one project can do for

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your entire business, uh, when
especially when it's of that size. Yeah,

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yeah, you know because at the
time Town Center didn't exist, Steve

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Keller hadn't moved into our market,
Perkins Row wasn't a thing. Yeah.

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So I really feel like that that
the Mall of Louisiana, the scale and

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scope and and impressiveness, yeah,
uh, kind of paved the way for

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these other developers to come in with
these other projects, and and I think

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we kind of earned our way to
the front of the line for those Yeah.

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And and it's also the one that
you probably used as a learning uh

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tool. There were you know,
when you I would imagine when you're bidding

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and then you get a job of
that size that it was that first Uh

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oh, I actually got the job. Now I've got to make sure I

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have the right amount of employees,
and you know, jobs of that size

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sometimes you know, issues come with
it, and yeah, all of those

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sorts of things. So the good
part of that is when you bid that

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second big job, you learn a
lot from that first big job. And

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and that's really the beautiful thing about
that whole process. And and you make

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a name for your company. So
you know that job. How how was

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it was? It was it a
challenging experience for you You know, I

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was so passionate and I've been waiting
so long for my moment. Yeah that

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if there were struggles, I don't
remember them. It was just almost like

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when you imagine something and then it
comes to be. There were no real

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surprises, you know. At that
point, I began looking for solutions for

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our labor situation. You know,
I was I had a dream that maybe

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there was a labor force out there
that we could depend on to be consistent

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that would be as passionate as I
was about the work. And one of

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the other gifts that had been given
to me when we were helping this landscape

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contract company install them all was it
was my first brush with working with uh

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the Hispanic community and their commitment and
dedication to work to a hard day's work,

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that's right. And so I began
solving certain problems that I knew we

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were gonna have to solve and we're
going to contind you to grow. Yeah,

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but uh, you know the biggest
part of solving a problem is identifying

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what that problem is. Huge,
huge part. If you don't know what

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the problem is, you can't fix
what you don't notice, right or you

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don't catch and uh, really,
at the end of the day, that's

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what this entire podcast is all about, is how to recognize those things and

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then the solution to fix them.
And we'll get into all that. But

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uh, you were were also someone
that you seeked out knowledge. There were

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points in your business where and you
and I have talked about you were you

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were a book reader. You weren't. You weren't hesitant about checking out a

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book that you thought could help you
in your business and give you some tips

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to succeed. And one of those
books that you came across was a book

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called Traction. Tell me about that. That's right, I guess, just

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to go back a little bit.
As we began to grow, I think

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I was under the impression that all
we had to do to be successful was

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deliver an excellent product to be the
best at what we did, which was

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landscaping. And I couldn't have been
more wrong about that. But that's what

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anybody would think. Sure, it
sounds it makes sense. It sounds like

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it makes sense. We delivered an
excellent product, and as a result,

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we had success. We began to
grow, and I guess there came a

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point in time where I realized that
every day I was really solving more people

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problems and organizational problems than I was
landscape problems. And I had spent five

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or six years learning the landscape business. I was ill prepared to be able

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to solve, to understand and solve
the problems I was having billion organization.

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And so I began to search,
look, read books. There's plenty out

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there on it, and joined the
CEO peer group called Vistage. Learned a

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tremendous amount there, very popular to
fill fill my head with that that missing

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piece of how to build a successful
organization. So you are you were in

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the game. I mean you're willing, uh. And I want to impress

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us to to all the business owners
out there because I've been there. I'm

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sure Toby's been there. We've all
been in that position where I have the

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answers kind of thing. As business
owners, that's increded inness. We we're

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just a different breed and we want
to solve all the problems and have all

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the answers. And I had a
business owner sit across from me. Probably

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one of the best bits of vice
I've ever gotten on this show was I

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asked this particular business owner, what
is one piece of advice you could give

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that totally transform your business? And
he said, figure out what you're not

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good at and then pay someone to
do it. As business owners, we

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don't want to admit we're not good
at everything that's right, and so kudos

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to you for being able to have
the humility to say I don't have the

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answer here, I need to at
least go search for it. Yeah,

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yeah, you're a little bit frustrated, probably absolutely, and maybe a little

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bit Unlike the pathway of learning the
landscape business with an organization. It's a

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little bit different. Yeah, And
you know, in all of the experience,

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the books that I read, the
consultants I hired, they approach was

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to kind of fix the organization one
piece at a time. And so that

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was my mindset and that it serves
me well. When I was learning all

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about landscaping. Sure, you fix
a piece here, and then you roll

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on down the road, and then
you know, another challenge comes up and

250
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you got to fix that, and
you you you wind up building a program

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and a system. Right. I
had a little bit more time at the

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time. You know, I didn't
have an organization of eighty five folks that

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I was trying to get rowing in
the same direction. Okay, we say

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that entrepreneurs deal on a daily basis
simultaneously with about one hundred and thirty six

255
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issues in their head. Wow,
yeah, Look, it wouldn't surprise me.

256
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I definitely got at least one hundred
and thirty five of it. And

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so that was the mindset, is
a fix it one piece at a time.

258
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And so even when I read traction
uh uh, that that was that

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was where my head was at and
and I really missed the thrust. The

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main point of of what Traction really
was trying to teach me, and that

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was that it was the answer to
that one hundred and thirty six issues simultaneously.

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Problem is strengthening six key components of
your business and its strengthened in all

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six. Yeah, yeah, and
and so what what TRACTION and EOS U

264
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And that was the difference. Not
to interrupt you, but that was the

265
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difference between what you were already focused
on, which was one thing at a

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time. That's a big difference,
huge difference. Yeah, yeah. And

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they it's called the entrepreneurial operating system. And when if you think about as

268
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a as A as a comparison and
too software, any software that you use

269
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runs on the platform of an operating
system. Sure, and those operating systems

270
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don't mix and combine. You know, You've got iOS and then you've got

271
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Microsoft with whatever they call their operating
system and it serves, like I say,

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as a platform to serve up solutions. You can put anything on top

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of that platform to run it.
But you can only have one platform,

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one operating system. And that's the
real I think key to EOS that they

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don't teach in school. I've got
MBA buddies who graduated, and they've never

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heard of the concepts and the principles
and the idea of having an operating system,

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one operating system for your business.
Well, let me tell you,

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I'm familiar with the operating system now
and it's genius. It is genius in

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its simplicity, if that makes sense. Nick Saban, who I know.

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I know we're from Louisiana and we're
supposed to hate him, but y'all,

281
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he's a good coach. Nick Saban
said it best for me. And that

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was one thing he always preached was
he had a system in coaching, and

283
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he would tell his recruits, you
buy into the system and the system will

284
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work. You buy into the system
and we will win. And that system

285
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was a process. It was just
a process and a manner of doing things.

286
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But he knew it worked because he
won all the time. Right.

287
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Yeah, it can cross over to
any part of life, business included.

288
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You have to have a system.
You can't just go willing nilly through your

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business and expect these amazing results.
Will you get lucky? Sometimes? Yeah,

290
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you might fall into a job that
you didn't expect to get, or

291
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you you know, someone may need
your product or service and they just come

292
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to you. But without a system, there's all these other problems in the

293
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background that you're not dealing with,
and they will. They will frustrate you

294
00:26:27.920 --> 00:26:32.240
to the point of I hate to
say pulling your hair out because I don't

295
00:26:32.240 --> 00:26:37.240
have any, but Toby has great
hair. Pulling Toby's hair out, I'll

296
00:26:37.279 --> 00:26:45.759
frustrate him. So system systems are
very important, and we're gonna we're definitely

297
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gonna lead into that and spend the
majority and the vast time throughout this series

298
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discussing it. I promise you,
I can't hammer this down enough. It

299
00:26:56.240 --> 00:27:02.039
is absolutely worth the listen. You
will learn something from it, uh that

300
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you're not gonna learn anywhere else.
I want to say that. Now you

301
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read that book and you you just
said, you know I missed something there.

302
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Yeah, eventually you end up selling
your business kind of lead us into

303
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that. Yeah. So so you
know the whole I guess begin of my

304
00:27:25.000 --> 00:27:30.200
search to figure out how to build
a great organization. Yeah, I tried

305
00:27:30.240 --> 00:27:33.559
doing it one piece at a time, and and you know, I liken

306
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it too. There's an old Indian
parable about blind guys trying to figure out

307
00:27:41.160 --> 00:27:44.319
what an elephant is for the first
time, and they all kind of have

308
00:27:44.480 --> 00:27:48.279
their one piece of the elephant that
they're feeling and touching that's right in front

309
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of them, and that is what
they describe as, you know, the

310
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solution, yeah, right, Yeah, and they don't take the whole elephant

311
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into consideration, right, And so
that's kind of you know, how we

312
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how we got on down the road
trying to fix it one piece at a

313
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time, and I became increasingly frustrated
and I was dragging the organization, kicking

314
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and screaming, and it was all
on me. Yeah. I have to

315
00:28:18.559 --> 00:28:23.359
say we had we had good people. Were they all the right people?

316
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Maybe not? But but I just
it was a piece that I never really

317
00:28:30.799 --> 00:28:37.279
felt like I got figured out.
And so when a competitor came along and

318
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offered to buy my business, I
was frustrated. Twenty sixteen, it just

319
00:28:41.000 --> 00:28:47.519
happened. Yeah, for those those
of you maybe not from this area,

320
00:28:48.880 --> 00:28:55.640
that was a flood in which really
the entire city of Denim Springs, most

321
00:28:55.680 --> 00:29:02.000
of Livingston Parish, Louisiana, and
part of East Back and Reach Parish completely

322
00:29:02.000 --> 00:29:04.759
went underwater. And we're not talking
inches, we're talking feet. Yeah.

323
00:29:04.799 --> 00:29:11.279
It was devastating. So you got
that on top of it all of our

324
00:29:11.359 --> 00:29:17.279
equipment, trucks, offices went underwater. Yeah, that was a killer we

325
00:29:17.400 --> 00:29:22.960
experienced. I experienced a death in
the family, So you know that combined

326
00:29:23.000 --> 00:29:30.839
with the frustrations that I was experiencing
with the business and this offer out there

327
00:29:30.880 --> 00:29:34.880
of a competitor, Yeah, I
won't say that I had achieved this pinnacle

328
00:29:36.559 --> 00:29:41.079
and was looking to sell. I
was frustrated and didn't know when another offer

329
00:29:41.160 --> 00:29:45.759
like that would come along, and
so a little bit frustrated just threw in

330
00:29:45.799 --> 00:29:48.160
the towel. Yeah, And how
was business at that point? Business was

331
00:29:48.160 --> 00:29:51.920
great? Business was great. Yeah, you're not selling up. You were

332
00:29:52.079 --> 00:29:56.440
successful, yes, And that's what
I wanted to point out and get to.

333
00:29:56.720 --> 00:30:00.839
You were not in a situation where
your business was failing. You owed

334
00:30:00.920 --> 00:30:03.880
all this debt, and you're just
like, man, I need to sell

335
00:30:03.920 --> 00:30:07.119
this thing just so I can get
this debt paid off. I mean,

336
00:30:07.200 --> 00:30:12.119
you were business was fine for you, Uh, but you were so frustrated

337
00:30:12.519 --> 00:30:18.119
that even with a fledging business,
you didn't want adapt to deal with that

338
00:30:18.240 --> 00:30:22.920
anymore. You were so frustrated that
you had a good offer on the table.

339
00:30:22.960 --> 00:30:26.079
Maybe, Yeah, And I didn't
know how much longer I could do

340
00:30:26.160 --> 00:30:32.319
it and maintain the level of success
we had. So it was this decision

341
00:30:32.359 --> 00:30:37.920
I made at the time. Sure, yeah, tough decision, Yeah,

342
00:30:38.119 --> 00:30:42.480
yes, And though you know,
when you're tired and somebody says you can

343
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stop running if you want to point, I love that analogy. And and

344
00:30:52.279 --> 00:30:57.519
you know, it took me probably
five years before I was rested and recovered

345
00:30:59.000 --> 00:31:06.000
well enough to really start getting that
itch again and wanting to feel and be

346
00:31:06.119 --> 00:31:12.240
productive. And interestingly enough, in
that time, the Vistage group that I

347
00:31:12.240 --> 00:31:17.559
had been a part of, and
we had all grown really close, they

348
00:31:17.599 --> 00:31:23.559
decided to disband as a Vistage group
Vistage organization, but continued to meet on

349
00:31:23.599 --> 00:31:29.400
a regular basis once a month.
And well, at that point they're so

350
00:31:29.559 --> 00:31:34.400
tight it's like friends exactly. And
we maintained some are they maintained some semblance

351
00:31:34.480 --> 00:31:38.039
of you know, talking about business. What's going on business was what's going

352
00:31:38.079 --> 00:31:45.559
on personal? And so obviously when
I sold my business, I had to

353
00:31:45.599 --> 00:31:51.359
get out of Vistage because I wasn't
a CEO anymore. And so when they

354
00:31:51.359 --> 00:31:55.079
broke up, I was able to
It was okay to come back, right,

355
00:31:56.160 --> 00:31:59.359
and it was great, you know, being part of that again.

356
00:32:00.319 --> 00:32:08.000
But Interestingly enough, the Vistage chair
Malcolm Brignak, had, after Vistage broke

357
00:32:08.079 --> 00:32:15.119
up, decided to become what they
call an EOS implementer, which is not

358
00:32:15.160 --> 00:32:22.960
a consultant. He's a guy that
comes in and implements EOS in a business,

359
00:32:22.079 --> 00:32:28.319
the actual system, the actual system. And one by one, all

360
00:32:28.359 --> 00:32:32.559
the guys sitting at the table that
were part of that Vistage group, they

361
00:32:32.640 --> 00:32:38.119
began to hire him to implement EOS. And you know, you have to

362
00:32:38.119 --> 00:32:44.880
remember we were together for five or
six years as a Vistage group, and

363
00:32:45.039 --> 00:32:52.039
we heard speaker after speaker come in
every month and sell whatever whatever it was

364
00:32:52.079 --> 00:32:57.240
they were consulting on. Sure a
solution that your business needed, is that

365
00:32:57.319 --> 00:33:05.720
one piece at a time. Nobody
in the group ever sort of broke through

366
00:33:06.119 --> 00:33:09.640
right figured it out. Yeah,
you know, we all continued to try

367
00:33:09.680 --> 00:33:14.960
to figure it out while we were
in Vistage. Once they began implementing EOS,

368
00:33:15.359 --> 00:33:20.000
they all said, unanimously and enthusiastically, this is what we were looking

369
00:33:20.079 --> 00:33:23.160
for all along the whole time.
Change their life, change their business.

370
00:33:23.680 --> 00:33:29.680
And that was very very powerful for
me to see, Yeah, I can

371
00:33:29.720 --> 00:33:35.839
imagine, and you know, I
can't hammer this point down enough. It

372
00:33:36.039 --> 00:33:42.319
seems like you were handling one problem
at a time. Yeah, And the

373
00:33:42.599 --> 00:33:47.680
issue for me hearing that from you, and what I can imagine is you're

374
00:33:47.680 --> 00:33:52.599
solving a problem, but there's all
these other problems that spring up. So

375
00:33:52.799 --> 00:33:57.599
when you're doing it one at a
time, you're you're never getting any traction.

376
00:33:58.039 --> 00:34:00.359
Right, you were stuck in the
mud, because once you solve the

377
00:34:00.440 --> 00:34:06.240
payroll problem, you've got the employee
problem. And once you solve the employee

378
00:34:06.279 --> 00:34:10.440
problem over here, you've you've got
maybe some other sort of product problem.

379
00:34:10.960 --> 00:34:17.239
Uh, So it's really get it
anywhere. Yeah, you never get anywhere.

380
00:34:17.360 --> 00:34:22.000
That's that's frustrating time. You know. Yeah, the bullets a whizzen

381
00:34:22.079 --> 00:34:25.079
by your head, you're trying to
dodge those and uh and figure this thing

382
00:34:25.119 --> 00:34:31.320
out. And I always love to
liken it to the fact that Eskimos have

383
00:34:31.519 --> 00:34:38.199
thirty words for snow. Yeah,
right, So imagine figuring out one type

384
00:34:38.239 --> 00:34:43.880
of snow here and then uh,
you got that done, but then the

385
00:34:43.920 --> 00:34:46.920
next thing, you know, there's
another type of snow thrown at you that

386
00:34:46.960 --> 00:34:52.360
you need to deal with. And
so language and and and and experience kind

387
00:34:52.360 --> 00:34:59.519
of builds that knowledge base over time. And that's what EUS is. It

388
00:34:59.599 --> 00:35:05.400
tells you these all of those problems
that you have in your business that you're

389
00:35:05.440 --> 00:35:09.639
dealing with on a daily basis,
there's six key components that have to be

390
00:35:09.719 --> 00:35:15.719
strong, and if you strengthen those
six key components, you'll have a great

391
00:35:15.800 --> 00:35:21.000
organization period. And here's the great
thing about that and what I love most

392
00:35:21.000 --> 00:35:29.000
about it as as as you know, say it a customer. When I

393
00:35:29.039 --> 00:35:35.360
look at that, it's not overwhelming. To me. You're not giving me

394
00:35:35.400 --> 00:35:37.400
a system and saying here's one hundred
things that you need to learn. You

395
00:35:37.440 --> 00:35:40.800
need to learn, and believe me, they're out there. Sure there are

396
00:35:40.920 --> 00:35:45.880
some some systems. I'm sure we're
out there that are You've got to do

397
00:35:46.119 --> 00:35:51.880
fifty different things in order to get
your organization. This is not overwhelming.

398
00:35:52.719 --> 00:36:00.000
It's it's six key components. And
when we go over those components with you,

399
00:36:00.320 --> 00:36:05.000
number one, it's gonna make complete
suns. Number two, it's it's

400
00:36:05.039 --> 00:36:12.400
probably steps in your organization that maybe
you have pieces of that you're you're doing,

401
00:36:12.519 --> 00:36:15.079
but not all of them. And
some of them you may have them,

402
00:36:15.079 --> 00:36:19.280
such as a mission statement, but
you haven't put a whole lot of

403
00:36:19.320 --> 00:36:22.119
thought into you know, it's it's
low hanging for it. It's the basic

404
00:36:22.760 --> 00:36:29.760
mission statement. We want to do
right by our customers and with pride,

405
00:36:29.840 --> 00:36:32.880
you know that sort of thing.
But what does that mean is what you

406
00:36:34.079 --> 00:36:38.800
drill down in eos with What does
that mean? And do the other people

407
00:36:38.800 --> 00:36:45.440
in your organization share your leadership?
That's right, share that philosophy. That

408
00:36:45.679 --> 00:36:50.760
is a killer if they don't.
And we're gonna get into all that,

409
00:36:50.960 --> 00:36:55.079
y'all. But one thing to know
two is you know, when Geno Wickman

410
00:36:55.199 --> 00:37:00.159
was putting the system together, it's
not concepts that you've never heard of before.

411
00:37:00.320 --> 00:37:04.119
Now, these are concepts that have
been around one hundred years, are

412
00:37:04.159 --> 00:37:10.760
going to be around one thousand more. What he recognized was the innerconnectedness of

413
00:37:10.800 --> 00:37:20.280
those and he developed a few simple
tools to help actually make those concepts live

414
00:37:20.679 --> 00:37:28.199
in your organization every day. And
that's really the brilliance. And you're right,

415
00:37:28.320 --> 00:37:32.280
it's simple. Now, there's brilliance
in simplicity. Though, yes,

416
00:37:32.960 --> 00:37:37.000
it's simple. It's not necessarily easy, no, but then again, you

417
00:37:37.039 --> 00:37:40.920
know, having your own business and
being successful isn't easy. If it was,

418
00:37:40.960 --> 00:37:44.280
everybody would do it. Everybody would
do it, and there'd be a

419
00:37:44.360 --> 00:37:47.599
much higher success rate in business if
it were easy. It's not easy.

420
00:37:47.719 --> 00:37:52.639
You know, your competition alone will
keep us as business owners on our toes

421
00:37:52.719 --> 00:38:00.360
constantly. But this system that we're
going to get into is going to be

422
00:38:00.760 --> 00:38:07.360
a business changer for you. If
you are frustrated, I promise you that.

423
00:38:07.880 --> 00:38:13.719
And the great thing about this podcast
is is we talk about different things,

424
00:38:13.719 --> 00:38:16.679
we're gonna pop them up. You'll
see him pop up actually on the

425
00:38:16.719 --> 00:38:22.440
screen as we're discussing them, so
you'll have a visual there of what we're

426
00:38:22.480 --> 00:38:30.920
talking about. So you discussed that
five years and that five year period where

427
00:38:30.920 --> 00:38:36.960
you were let's call it decompressing from
all of this, and eventually you said,

428
00:38:37.000 --> 00:38:40.400
you know what I want to get
back in the game. Your peer

429
00:38:40.480 --> 00:38:45.280
group. There's a guy there.
He was an implementer, as you said,

430
00:38:45.519 --> 00:38:52.159
and you wanted to learn more about
it, I would imagine, and

431
00:38:52.199 --> 00:38:55.599
you had already read the book,
so so you were somewhat familiar with what

432
00:38:55.639 --> 00:39:00.719
this guy was doing and what he
was talking about. Yeah, I think

433
00:39:00.760 --> 00:39:08.320
that that really the deciding factor because
I was looking, I was trying to

434
00:39:08.360 --> 00:39:15.119
figure out what my next move might
be. My noncompete had expired, so

435
00:39:15.079 --> 00:39:19.239
I could have gone back into the
landscape business, which was all I really

436
00:39:19.320 --> 00:39:24.679
kind of knew how to do.
Yeah, I might say, and wasn't

437
00:39:25.039 --> 00:39:30.639
super thrilled about that, you know. I guess I had been there and

438
00:39:30.679 --> 00:39:36.480
I had done that, and and
maybe the entrepreneur and me wanted to do

439
00:39:36.679 --> 00:39:40.599
something a little bit different challenge.
Yeah, I was in a different phase

440
00:39:40.639 --> 00:39:46.599
of my life. So yeah,
I began thinking about what I could do

441
00:39:46.679 --> 00:39:52.079
to help folks, to make an
impact, lasting difference. Impact one of

442
00:39:52.159 --> 00:39:58.519
the key words in in in my
podcast one of my I have words that

443
00:39:58.840 --> 00:40:01.960
are matter of fact. That word
is on one of my t shirts that

444
00:40:02.039 --> 00:40:07.679
I have. Impact. It's a
very strong word. Sure, and uh,

445
00:40:07.760 --> 00:40:10.440
and we want to make an impact. And that's what you wanted to

446
00:40:10.440 --> 00:40:14.440
do. And I'm sorry, I
didn't mean to cut you off. Now

447
00:40:14.679 --> 00:40:19.239
I'm glad you did. Yeah,
it's uh, it's it's part of you

448
00:40:19.280 --> 00:40:23.119
know why I love what you do
here, so you know. And then

449
00:40:23.199 --> 00:40:30.679
right before my eyes there was you
know, my buddy Malcolm, who had

450
00:40:31.159 --> 00:40:37.360
made an impact on friends of mine
who were in the same boat. I

451
00:40:37.639 --> 00:40:44.760
was in a way that excited me. And so I can't say that I

452
00:40:44.760 --> 00:40:50.480
ever saw myself standing in front of
a group helping them to build a better

453
00:40:50.559 --> 00:40:57.039
business. But man, that just
really got it hooks in me absolutely and

454
00:40:57.039 --> 00:41:01.559
and and often running. I was
so, yeah, very good. And

455
00:41:02.480 --> 00:41:08.760
so we're going to get in now
to what you do now you are now

456
00:41:08.800 --> 00:41:15.719
an implementer. Yeah, yeah,
I became an implementals and so I want

457
00:41:15.760 --> 00:41:20.400
to give before we get into the
actual system. I want people to be

458
00:41:20.440 --> 00:41:24.880
able to grasp exactly what it is
that you do from a bird's eye perspective.

459
00:41:25.480 --> 00:41:30.679
So just like from thirty thousand feet, Yeah, what is an implementer

460
00:41:30.719 --> 00:41:35.360
at EOS? An implementary the US
is somebody that comes in. You know,

461
00:41:35.400 --> 00:41:40.559
there's a Kurt Goodall and mathematicians said, it's impossible to be in a

462
00:41:40.639 --> 00:41:45.039
system and standing on the outside looking
at that system at the same time.

463
00:41:45.400 --> 00:41:52.440
Yeah. So it's not that you
can't implement EOS in your business yourself,

464
00:41:52.719 --> 00:41:59.840
and they call that self implementing.
It's just difficult to be on the out

465
00:41:59.840 --> 00:42:02.480
sid business, working on the business
in the way that you need to,

466
00:42:02.920 --> 00:42:07.119
and being in the business at the
same time. So an implementer comes in

467
00:42:07.559 --> 00:42:15.440
and through a series of full day
sessions, we help entrepreneurs implement EOS in

468
00:42:15.519 --> 00:42:21.800
their organizations. Showing them what right
looks like, using a series of exercises,

469
00:42:22.000 --> 00:42:27.719
helping them learn how to use the
tools. It's typically a two year

470
00:42:27.760 --> 00:42:31.119
process, which is the other cool
thing. I think on some level,

471
00:42:32.199 --> 00:42:38.519
sometimes consultants will perpetuate their own existence. Sure, they want to get in

472
00:42:39.199 --> 00:42:44.159
a business, develop a relationship with
a client, and have that client forever.

473
00:42:45.320 --> 00:42:49.800
The intent with EOS is to step
into an organization, help them to

474
00:42:49.840 --> 00:42:59.119
implement the system. Usually takes about
two years before we graduate them. Graduating

475
00:42:59.199 --> 00:43:02.960
is not a requirement. Some clients, you know, keep us forever.

476
00:43:04.360 --> 00:43:09.239
Yeah, but the intent is a
process that takes about two years to implement

477
00:43:09.239 --> 00:43:15.199
this system. Yeah, I mean
the goal there for you is I want

478
00:43:15.280 --> 00:43:20.920
you to have the system and have
such a grasp of the system that you

479
00:43:20.960 --> 00:43:23.800
can do it without me if you
need to. And that's and that's really

480
00:43:23.840 --> 00:43:30.519
the goal. But if you're you
know, some some business owners and CEOs

481
00:43:30.559 --> 00:43:32.039
of companies that are like, no, I don't want you going anywhere.

482
00:43:34.360 --> 00:43:36.840
I'll keep you here as long as
you're willing to stay, you know,

483
00:43:37.039 --> 00:43:40.920
because because you do save a lot
of time for them, and you are

484
00:43:40.960 --> 00:43:45.400
a master of the system, there's
no doubt about it. Yes, So

485
00:43:46.039 --> 00:43:51.960
we're gonna we're gonna take some time
here to tell y'all. Uh, the

486
00:43:52.039 --> 00:43:57.599
reason that we're doing a series on
this is that there's absolutely no way you

487
00:43:57.599 --> 00:44:01.239
could obviously cover this in an hour. World already forty five minutes in and

488
00:44:01.559 --> 00:44:06.119
we're just now getting to the point
where we discuss it. So we're going

489
00:44:06.199 --> 00:44:14.119
to give you kind of one of
those six components today and then when you

490
00:44:14.159 --> 00:44:20.480
come back next week, you're going
to get the full repertoires as it were.

491
00:44:21.000 --> 00:44:24.320
Where would you start with that?
Maybe with vision or well, I

492
00:44:24.320 --> 00:44:31.719
would say at a very high level, EOS does three things for an organization.

493
00:44:32.000 --> 00:44:37.960
Yeah. The first is gets everybody
on the same page, rowing in

494
00:44:37.960 --> 00:44:42.400
the same direction with what we call
vision. Yeah. Number two, it

495
00:44:42.440 --> 00:44:49.039
creates traction around that vision by instilling
discipline and accountability in the organization so that

496
00:44:49.079 --> 00:44:55.360
everywhere you go you see folks doing
their part and helping to achieve that vision.

497
00:44:55.679 --> 00:45:01.480
Right. The third thing it does
is we create a healthy leadership team

498
00:45:01.719 --> 00:45:07.000
where folks can be open and honest
with one another, they actually enjoy working

499
00:45:07.039 --> 00:45:12.480
together because a lot of times that's
not the case. And I'm not saying

500
00:45:12.480 --> 00:45:20.360
there's not healthy conflict, but the
system teaches folks how to have that healthy

501
00:45:20.360 --> 00:45:24.320
conflict in an open and honest environment
so that everybody's clean in the end and

502
00:45:25.280 --> 00:45:32.679
ready to go to work. So
those three things are really the foundation,

503
00:45:34.119 --> 00:45:39.119
the starting point for what EUS does. So let's talk about those six components.

504
00:45:39.159 --> 00:45:45.159
Yeah, yeah, sure, So
six key components that Geno figured out

505
00:45:45.800 --> 00:45:50.880
that need to be strong in an
organization in order to have a great organization.

506
00:45:51.599 --> 00:45:57.239
And it starts with vision. Every
business should and vision is just about

507
00:45:57.239 --> 00:46:01.239
getting everybody rowing in the same direction, on the same page. Absolutely.

508
00:46:01.360 --> 00:46:06.800
It's like what I just talked about. When you're running your business willy nilly,

509
00:46:07.239 --> 00:46:08.800
and you don't know where you're going
from one day to the next year,

510
00:46:09.159 --> 00:46:13.320
you don't know where your goals,
where you want to be in three

511
00:46:13.360 --> 00:46:16.920
months, much less six months,
much less a year. You have a

512
00:46:17.000 --> 00:46:22.920
lack of vision. And don't get
me wrong, the founder of the owner

513
00:46:23.000 --> 00:46:28.239
usually does. Yeah, but the
key there, Remember we're trying to build

514
00:46:28.639 --> 00:46:36.079
a great organization, so everybody needs
to be on the same page with what

515
00:46:36.119 --> 00:46:39.039
that vision is and how you're going
to achieve it. And so that's what

516
00:46:39.079 --> 00:46:45.400
we accomplish with the vision component.
The second key component is every great vision

517
00:46:45.519 --> 00:46:52.800
has great people that work hard to
achieve that vision. Jim Collins coined a

518
00:46:52.880 --> 00:46:54.920
phrase, you know, right people
on the bus, wrong people off the

519
00:46:54.920 --> 00:47:00.320
bus. But it takes both takes
having the right people who believe in your

520
00:47:00.360 --> 00:47:05.760
mission statement, believe in your core
values, and then you want those folks

521
00:47:05.800 --> 00:47:08.760
sitting in the right seat where what
they love to do and are best at

522
00:47:09.719 --> 00:47:15.039
they get to do every day.
So we help get that right with the

523
00:47:15.119 --> 00:47:19.480
data component. The third key component. You know, in a busy day,

524
00:47:19.559 --> 00:47:23.119
you wind up making too many decisions
based on ego, emotion, whether

525
00:47:23.159 --> 00:47:27.920
or not you're having a great day
that day. So with a data component,

526
00:47:28.280 --> 00:47:32.880
it's a weekly scorecard so that you
can keep a pulse of your business,

527
00:47:32.960 --> 00:47:37.880
be able to see things when they
get off track before it's too late,

528
00:47:37.199 --> 00:47:39.519
before you're looking in the rear of
your mirror. So there's a data

529
00:47:39.559 --> 00:47:46.679
component. When all those I say
all, when those three things begin to

530
00:47:46.679 --> 00:47:54.199
get really clear in the organization,
your organization develops a certain level of transparency.

531
00:47:54.280 --> 00:48:02.480
Right, so all the problems,
the inefficiency, the issues, even

532
00:48:02.480 --> 00:48:07.519
the opportunities begin to bubble up.
They become very easy to spot. And

533
00:48:07.599 --> 00:48:15.599
so we teach organizations how to address
those issues. Every great organization has to

534
00:48:15.639 --> 00:48:21.559
get really good at teeing their issues
up as they arise and making them go

535
00:48:21.679 --> 00:48:25.159
away in such a way that they
stay gone forever. So that's the fourth

536
00:48:25.239 --> 00:48:30.960
key component, the issues component.
And then with the fifth component, the

537
00:48:30.000 --> 00:48:35.159
process component. You know, there
are six to ten things a handful of

538
00:48:35.199 --> 00:48:38.920
core processes in every business, and
you just want to make sure that those

539
00:48:39.599 --> 00:48:45.960
processes get done the right and best
way every time. So we help organizations

540
00:48:45.000 --> 00:48:53.119
to develop processes and systems around those
handful of things that need to get done

541
00:48:53.320 --> 00:48:58.199
the right and best way. That's
the process component. And then the last

542
00:48:58.280 --> 00:49:00.880
key component is the traction component,
and that's really where the rubber meets the

543
00:49:00.960 --> 00:49:05.159
road. You know, we put
vision at the top of the model and

544
00:49:05.239 --> 00:49:08.920
traction at the bottom of the model. That's not by mistake, because traction

545
00:49:09.119 --> 00:49:15.800
is bringing that vision down to the
ground and helping organizations to execute on that

546
00:49:15.920 --> 00:49:22.800
vision with discipline and accountability. It's
look, when when visions aren't realized in

547
00:49:22.840 --> 00:49:27.840
an organization, nine out of ten
times, it's because they failed to get

548
00:49:27.880 --> 00:49:32.000
traction around that vision. And so
that's the six key component. That is

549
00:49:32.079 --> 00:49:38.360
the six key components. Now next
week We're going to go through these in

550
00:49:38.719 --> 00:49:43.320
much more detail. We're going to
talk about Hey, we're going to talk

551
00:49:43.320 --> 00:49:45.440
about rocks, but not the kind
of rocks you think we're going to talk

552
00:49:45.440 --> 00:49:54.599
about. We'll get into that and
so much more with Toby Massingal for so

553
00:49:54.760 --> 00:49:59.400
many people. You know, you've
helped a lot of people. There's a

554
00:49:59.400 --> 00:50:02.440
lot more can and help that are
going to need your help. And uh,

555
00:50:02.760 --> 00:50:07.360
it all starts with this EOS.
Come back next week, y'all.

556
00:50:07.480 --> 00:50:09.079
That's all I can tell you.
That's really all I can tell you.

557
00:50:09.599 --> 00:50:13.639
Uh have to come. The best
is you had to come, and it

558
00:50:13.679 --> 00:50:19.199
will be absolutely if you're a business
owner, a pivotal moment for you and

559
00:50:19.280 --> 00:50:23.119
your business. To take an hour
next week and listen to the follow up

560
00:50:23.119 --> 00:50:28.320
episode in this two part series.
But look, Toby, you did pretty

561
00:50:28.360 --> 00:50:30.760
good behind a microphone here. Thank
you, Jim, I had a good

562
00:50:30.840 --> 00:50:35.800
coach you did there you go.
I love it, uh, and we

563
00:50:35.880 --> 00:50:40.400
appreciate you coming by sharing this with
us, folks. If you have any

564
00:50:40.480 --> 00:50:45.000
any questions in the meantime, just
shoot me a message and I'll be glad

565
00:50:45.039 --> 00:50:51.719
to ask it. In the follow
up podcast with Toby, I'm going to

566
00:50:51.880 --> 00:50:57.360
link the book that we talked about
today in the description of this video.

567
00:50:57.519 --> 00:51:00.400
So if you're interested in checking that
book out, I'll think it through Amazon

568
00:51:00.559 --> 00:51:05.239
or whatever, and I'm gonna link
the website fors and in there as well.

569
00:51:05.840 --> 00:51:08.199
Uh so you'll have that, And
just no, cheat, don't get

570
00:51:08.199 --> 00:51:12.719
too far ahead. We don't want
to blow your mind before we get a

571
00:51:12.800 --> 00:51:16.480
chance to tell you about all the
great things with each of the six key

572
00:51:16.519 --> 00:51:22.960
components to solving all your business frustrations. I'd say, yeah, you know,

573
00:51:22.159 --> 00:51:27.360
I like to say that EOS doesn't
solve one problem in your organization,

574
00:51:27.599 --> 00:51:31.320
it solves all of them. There
you go, And so that's a good

575
00:51:31.360 --> 00:51:36.960
place to kind of wrap this up. Thank you so much for your support

576
00:51:37.119 --> 00:51:39.599
of what we do here on Local
Leaders of Podcasts. Closing in on one

577
00:51:39.760 --> 00:51:45.360
million downloads on YouTube. Unbelievable.
I know, man, I say that

578
00:51:45.440 --> 00:51:50.280
every time I see that number.
It's impressive. It's just crazy, mind

579
00:51:50.320 --> 00:51:52.960
boggling. But it's it's Look,
it's guests like you. I just I

580
00:51:53.000 --> 00:51:57.719
sit behind here every week. People
get enough of seeing me. But but

581
00:51:57.800 --> 00:52:01.320
it's guests like you that come on
that these people want to see and want

582
00:52:01.360 --> 00:52:07.719
to learn from. So until next
time, I'm Jim Chapman reminding you love

583
00:52:07.800 --> 00:52:12.840
your community, support local business,
and keep leading. Thank you very much,