209 - TZL - John Wheaton

systems for the level of success and outcome that you're looking for, you will eventually find i. I remember the first time I ever read E Myth, it was just a mind-blown moment; this is like so perfect and he's so right and it's such a good book. I actually would recommend anybody to read that book for the foundational understanding of what Gerber represents in that and he has a book E Myth book revisited. But yeah, I think some people listening to this may need to check out the EOS system and check out these two books, Traction and Rocket Fuel because a lot of times there are firms that I've run across that sometimes seem to be running in mud and not quite getting to where they want to be. And they may be very good firms, and their leadership may be well intended and well-meaning, but they don't have a structure in place to get them to that next level and every organization needs to have some structure to get to that next level. John Wheaton [31:55] You’re so right and those listening to this may have worked for us in the past, honestly, I know, there are people that left because they're like, what are you guys doing? I mean, leadership is necessary, but leadership is vulnerable. And when you lead any organization or any group, you're hung out there by the bungee cord and everybody gets to see in a magnified way your successes and failures. You know, sometimes it drives people crazy. We were a little bit aimless trying to figure out how are we going to bring this to the next level. The franchise prototype worked great for us for many years but what EOS mainly does is it puts constraints around the visionary and those on my staff that is listening would know. What the visionary does is say, I got a great idea, let's do this. And then some other cool idea comes along and you go, hey, let's try this too. Let's try that. And they're like, what are we doing? And so it can really become a hero with 100 workers, which that's not the model you want to follow. What EOS does is it puts a constraint around the visionary and it actually says to the visionary, you're not allowed to bring anything new outside of the core mission and purpose of the business without running that idea through your integrator, your COO, and if they say no, you have to be willing to submit to their no. You have to defer to them for the integrity of the business. And if he says, yeah, you bring it to the leadership team, and the leadership team gets to decide if it should be something that they want to incorporate or not into the business and that is tough.

Randy Wilburn [33:32] That is. They should call that no squirrels allowed. I like that a lot. You certainly are dropping some knowledge here on this. What are your thoughts about the work environment as a whole in terms of how that has changed? And I heard you talk about it on one of your podcast episodes about just the ability to create flexibility in the work environment and what that looks like for today's design industry employees. Because it's a lot different than the

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