Vision/Traction Organizer (V/TO™) V/TO™

Core values: 3-7 timeless 3-year picture: Where exactly Get everyone
guiding principles. you’ll be in 3 years onboard. Share V/TO™
at company-wide

TRACTION
Develop and
® Core focus: Purpose + niche

10-year goal: Where exactly

1-year plan: 3-7 top priorities
this year + budget
kick-off, quarterly
update sessions and
quarterly department
communicate
GET A GRIP ONyou’ll
YOUR be in 10BUSINESS
yrs Quarterly Rocks: 3-7 top
priorities this quarter
reviews. Repeat till it
sinks in.
a strong
Gino Wickman Mktg Strategy: Target market,
Issues: Key barriers to
vision 3 Uniques™, guarantee, proven
process achieving your goals
®

The EOS is a set of processes and tools to help

R

Most entrepreneurs face 5 key challenges in

People
leadership teams overcome the 5 challenges
growing their businesses: lack of control,
and build a healthy, scalable business. It’s ideal
people are misaligned, insufficient profits,
for companies with $2-$50 million revenues
stagnation and wrong strategy/tactics.
and 10-250 employees.
Identify the right people Put them in the right seats
People Analyzer™ Accountability Chart, GWC
Right people = Those who share your core Right seat = Roles/responsibilities match staff’s
values and will thrive in your culture. Unique Ability®.
The Entrepreneurial Operating
Use the People Analyzer™: Assess if System
Use the
®
(EOS)
Accountability Chart:
®
Get the right
staff exhibits core values most of the structure for the next 6-12 mths. Define roles
Get the right The EOS improves
time. Start with the leadership team.
R
for Sales/Mktg, Ops, Finance, Integrator and
6 fundamentals that are core to any business. It requires 4 mindset shifts.
Visionary.
people in the Set the bar. Manage performance with
right seats
THE EOS MODEL the 3-strike rule.
TM Find the right seat using GWC™: the person
Gets it, Wants it and has the Capacity to do it.
Only 1 person to be accountable for each seat.
VISION
- 8 Questions
Data
Don’t do everything Punch thru’ growth
- Shared By All yourself. Build a real ceilings:
DATA leadership team. simplify, delegate,
PEOPLE foresee issues,
- Scorecard
- Right People - Measurable build systems
- Right Seats Develop your scorecard Have measurables for everyone
YOUR Scorecard Scorecard
and a sound
structure.
BUSINESS
Define the set of 5-15 activity-based numbers
PROCESS 4 MINDSET SHIFTS
Have 1 meaningful, manageable number
Get the pulse
ISSUES
that summarizes how your business is doing.
- Documented Integrate your
for every person Be
in the company. and
open-minded
on your SCORE Set the-weekly
Followed bydefine
goal, business into 1 Make the numberswilling
All who’s accountable visibletotoface your
motivate
business
- Issues List and who’d update the scorecard. operating action and teamwork. vulnerabilities.
- IDS system.
TRACTION
Issues - Rocks
- Meetings

Maintain an issues list Resolve top issues with IDS™

Vision
Issues = Obstacles to your goals. Create an honest & open Identify the real underlying issue.
Build a space where issues are flagged out & tackled at all levels. Discuss with each person airing
solutions- Mange 3 Lists: V/TO™ (issues >90 days), weekly leadership
his/her views once. Solve the
oriented meetings (weekly/quarterly strategic issues) and departmental
problem by deciding on a specific
Crystallize 8 key aspects on paper Communicate to all
action step.
environment meetings (weekly/quarterly departmental issues).
Vision/Traction Organizer (V/TO™) V/TO™

Process
Core values: 3-7 timeless 3-year picture: Where exactly Get everyone
guiding principles. you’ll be in 3 years onboard. Share V/TO™
at company-wide
Core focus: Purpose + niche 1-year plan: 3-7 top priorities kick-off, quarterly
this year + budget update sessions and
Develop and 10-yearDocument
goal: WhereCore Processes
exactly Ensure it’s followed by department
quarterly all
communicate you’ll be in 10 yrs Quarterly Rocks: 3-7 top
Identify & name your 6-10 core processespriorities this quarter reviews. Repeat till it
sinks in.
a strong Mktg Strategy: Target market,
Document each process and streamline it Issues: Key barriers to
vision 3 Uniques™, guarantee, proven
using the 80/20 rule. Define how they’re achieving your goals
process
linked in your unique system.
 People
Identify the right people Put them in the right seats
People Analyzer™ Accountability Chart, GWC
Right people = Those who share your core Right seat = Roles/responsibilities match staff’s
values and will thrive in your culture. Unique Ability®.

Use the People Analyzer™: Assess if
staff exhibits core values most of the
Get the right time. Start with the leadership team.
people in the Set the bar. Manage performance with
right seats the 3-strike rule.
Use the Accountability Chart: Get the right
structure for the next 6-12 mths. Define roles
for Sales/Mktg, Ops, Finance, Integrator and
Visionary.
Find the right seat using GWC™: the person
Gets it, Wants it and has the Capacity to do it.
Only 1 person to be accountable for each seat.

Data

Develop your scorecard Have measurables for everyone

Scorecard Scorecard
Define the set of 5-15 activity-based numbers Have 1 meaningful, manageable number
Get the pulse that summarizes how your business is doing. for every person in the company.
on your SCORE Set the weekly goal, define who’s accountable Make the numbers visible to motivate
business and who’d update the scorecard. action and teamwork.

Issues

Maintain an issues list Resolve top issues with IDS™

Issues = Obstacles to your goals. Create an honest & open Identify the real underlying issue.
Build a space where issues are flagged out & tackled at all levels. Discuss with each person airing
solutions- Mange 3 Lists: V/TO™ (issues >90 days), weekly leadership
his/her views once. Solve the
oriented meetings (weekly/quarterly strategic issues) and departmental
problem by deciding on a specific
action step.
environment meetings (weekly/quarterly departmental issues).

Process

Document Core Processes Ensure it’s followed by all

Identify & name your 6-10 core processes
Document each process and streamline it
using the 80/20 rule. Define how they’re
Systemize your linked in your unique system.
way of doing Package the materials for reference &
things training.
Present the system visually so people use
how their activities are inter-related and
why the system is beneficial. Train them.
When everyone adopts the system, you’re
free to scale, maintain or sell your
business.
 People®
Traction
Identify the right people Put them in the right seats
Focus on Analyzer™
People Quarterly Rocks Meeting
Accountability Pulse™
Chart, GWC
Break
Right down
people long-term
= Those goals
who share into
your bite-sized
core Use =quarterly
Right seat meetings (8 match
Roles/responsibilities hrs), annual
staff’s
quarterly Rocks to be achieved in 90-day bursts meetings (2 days) and weekly meetings
Bring the values and will thrive in your culture. Unique Ability®.
(90 min) to create a rhythm to drive
vision Set 3-7 company Rocks 3-7 Rocks for each
Use the People Analyzer™: Assess if
leadership team member 1-3 staff Rocks
progress
Use the and solve Chart:
Accountability issues. Get
See the
details in
right
to life staff exhibits core values most of the book and text summary.
structure for the next 6-12 mths. Define roles
Get the right time. Start with the leadership team. for Sales/Mktg, Ops, Finance, Integrator and
Visionary.
people in the Set the bar. Manage performance with
right seats the 3-strike rule. Find the right seat using GWC™: the person
Gets it, Wants it and has the Capacity to do it.
readingraphics.com ReadinGraphics ReadinGraphics
Only 1 person to be accountable for each seat.

Data
Copyright © 2019 Skool of Happiness Pte Ltd. All Rights Reserved.

Develop your scorecard Have measurables for everyone

Scorecard Scorecard
Define the set of 5-15 activity-based numbers Have 1 meaningful, manageable number
Get the pulse that summarizes how your business is doing. for every person in the company.
on your SCORE Set the weekly goal, define who’s accountable Make the numbers visible to motivate
business and who’d update the scorecard. action and teamwork.

Issues

Maintain an issues list Resolve top issues with IDS™

Issues = Obstacles to your goals. Create an honest & open Identify the real underlying issue.
Build a space where issues are flagged out & tackled at all levels. Discuss with each person airing
solutions- Mange 3 Lists: V/TO™ (issues >90 days), weekly leadership
his/her views once. Solve the
oriented meetings (weekly/quarterly strategic issues) and departmental
problem by deciding on a specific
action step.
environment meetings (weekly/quarterly departmental issues).

Process

Document Core Processes Ensure it’s followed by all

Identify & name your 6-10 core processes Present the system visually so people use
how their activities are inter-related and
Document each process and streamline it why the system is beneficial. Train them.
using the 80/20 rule. Define how they’re
Systemize your linked in your unique system. When everyone adopts the system, you’re
way of doing Package the materials for reference &
free to scale, maintain or sell your
business.
things training.

Traction®

Focus on Quarterly Rocks Meeting Pulse™

Break down long-term goals into bite-sized Use quarterly meetings (8 hrs), annual
quarterly Rocks to be achieved in 90-day bursts meetings (2 days) and weekly meetings
Bring the (90 min) to create a rhythm to drive
vision Set 3-7 company Rocks 3-7 Rocks for each progress and solve issues. See details in