Traction: Get a Grip on Your Business

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This system the book outlines has merit. As presented, I believe it is a simple, “first pass” approach to systematize, and gain control of a business that is out of control, needs some fine-tuning, or a clear direction. Schedule weekly a 1-hour appointment with yourself that you don't cancel. This is creative time where you look to develop new ideas, take care of problems that continue, Etc. This creates more Effectiveness, efficiency, and productivity. In the system’s defense, I have not participated in any live, facilitated sessions, which must certainly offer more help than simply reading a book ever could.

Traction, by Gino Wickman Objective Review of the Book, Traction, by Gino Wickman

Give each person a number they're accountable for. Numbers create accountability, clarity, teamwork. Examples: sales/week, unresolved customer issues, turnaround time, on-time, margin, client satisfaction, quality standards. Look for numbers related to roles for their function.

PDF Summary Chapter 8: Getting Traction

Vision – “clearly defining who and what your organization is, where it’s going and how it’s going to get there” Vision/Traction Organizer (V/TO) Issues List: These high-level company-wide issues do not have to be solved immediately can be resolved during future quarterly meetings.

Traction: Get a Grip on Your Business eBook : Wickman, Gino

Delegate- When you let go, however, you need to make sure you’re letting go of the right duties. The responsibilities that you delegate to other people have to be tasks that you have outgrown. These include things such as opening mail, writing proposals, approving invoices, and handling customer complaints. Sometimes we’re afraid to pass off jobs that aren’t much fun for others, but, at a certain point, you’ll have to. The beauty of this transition is that there are people who have the skills and enthusiasm to do these jobs. Not only willCore processes: After the foundational tools are fully implemented, the next step is to document and train people in your core processes using the three steps. The author writes a dictatorship or “true leadership team” approach can work depending on what you want. Aside from saying your leaders must be better than you at what they do, and accountable, not much else is said about leadership in the book. Good principles to run and operate a business: how to set up a vision, put people in the right positions, maintain a smooth operation… Review the Scorecard numbers against goals—any misses should be moved to the issue solving (IDS) part of the agenda. Measurables – the 3-5 metrics (department) or 5-15 metrics (company) that are recorded weekly on the Scorecard