Can all your Meeting and Event issues fall into only 6 components? Yes, here’s how!November 26th, 2018 | hereschicago
It seems impossible but with the Entrepreneur Operating System (EOS) every Meeting and Event Professional’s issues, every problem and every good thing in your business will fall into these 6 components or buckets if you will. Try and find one issue in your company that doesn’t fit into one of these components. It’s just not possible!
Instead of worrying about 157 things in your business and wondering where they all fit, now you have a way to compartmentalize them and solve them. The EOS model shows where all these issues, both good and bad fit into a meeting and event organization. It is like therapy when your brain can find a place to put all your issues into compartments. Once you find the right compartment for your issue it makes it that much easier to solve.
So what does this all mean? Suppose you are having problems with things not getting done at events. That could be a “People” problem. Remember, when your company was small and all your meetings and events worked perfectly and now you have outgrown your systems? That might be a “Process” issue. Let me explain in further detail.
“Vision”. Vision is getting your entire team from top to bottom to all realize why you are in business, what you do best, and how you are going to grow. Your vision should also define your culture. If you lack a strong vision in your company or if your team does not know the vision, then your company will fail at some point. You have to have everyone on the same page! If you can get all your people rowing in the same direction, magic will happen and your business can’t help but grow. There are 8 questions every meeting and event organization must ask itself and everyone must agree on the answers. I will tell you what these important 8 questions are next month.
“People”. Ah yes, people. Finding the right people that fit your companies’ culture is hard work, no doubt about it. It does not make it any easier when unemployment is almost zero. However, if you have the right vision and the right culture you will attract the people you want in your company and just as important you will repel the people who do not fit into your organization. You have to have the right people in the right seats and they have to want the job, get what the job entails and most important have the talent to do it. Believe me, after hiring thousands of people it is not an easy task. Have you have hired someone where they start out like they are just perfect for the job and 60 days later you wonder why you ever hired them? It’s probably because you did not hire them based upon your core values or they just did not fit into your culture. Take your time and make sure you hire the right people! More on this in the coming months.
“Data”. Data is measuring what is important in your business. I am not talking about measuring 30 items, only 5 to 15. If you measure everything then nothing is important. You want to measure the core items that give you the pulse of your business. It could be revenue, percentage of successful installations, packages shipped per day or whatever is important to your business. Take this a step further and give everyone in the entire organization a measurable that they are responsible for. This creates accountability and discipline in your entire company and makes people feel part of the team. I don’t care if it’s the janitor, everyone should have a measurable!
“Issues”. Every time during a presentation when I mention “issues”, you can hear the entire audience moan! Issues can be good! Remember, when you have the right vision, the right people and are measuring the right data you will find that issues will rise to the top, both good and bad. The key here is to have you and your team get them out of your head and put them on an issues list. Again, there is therapy when you get items out of your head and written down. Then as a team you can figure out how to solve them forever.
“Process”. Process is where you document the best way to achieve your core processes. And I don’ mean to make a 500 page standard operating manual that no one will ever read. Take the 20-80 approach. This means document 20% of the most important parts of the process that will give you 80% of what needs to be done. Most people hate to do this, but I bet there are a few people in your organization that will love to be in charge of this. The good news is that there are probably only a handful of core processes that you need to document. When you have this completed it should contain the best way to do the task or job every time. It will build consistency and scale-ability into your company and things will get done the same way every time. This will lead to increase profits, more fun and happier clients.
“Traction”. This is building accountability and discipline into your entire organization which will allow you to achieve your vision. Sounds simple, right? Wrong! Building a level of accountability and discipline is hard and the only way to do it is to have an open and honest team that really cares about the vision, company and its people. People need to be able to be heard and to say what is on their mind. The team must respect their point of view. That doesn’t mean that they are always right, it just means that you all need to allow them to be heard and be respectful. Who knows, maybe it will be one of the best ideas of the year or save the company thousands and thousands of dollars. The best way to do this is to have a weekly meeting at the same time on the same day every week. I am going to show you later on how to run the perfect meeting where people actually want to be there!
Stay tuned for next month when I will show the tools and disciplines to define your vision and the 8 questions you have to answer!
Here to help,
Dan Zawacki, Professional EOS Implementer, helping organizations clarify, simplify and achieve their vision.