392 | EOS Masterclass with Scott Goodrich

Dec 18

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[00:00:38] What's up everybody. I'm Chaz Wolf gathering, the King's podcast coming back to you here today with another King on the stage, my man, Scott Goodrich, how are we doing Scott?
[00:00:48] I'm doing great, Chaz, and really my pleasure to be on the show. Thanks for the opportunity. Looking forward to
[00:00:53] Of course, you know, so for, for the listeners, I know we chatted about this briefly, but for the listeners, you may have heard me over the course of several hundred episodes now talking about culture index. And so you and I have the same profile, which is a pretty rare profile. Um, we both have the ability to see high level.
[00:01:10] And come down into the weeds, which fits right into your business. So why don't you tell us what kind of business that you have?
[00:01:17] Yeah, and I was noticing that just getting to know you a little bit, Chaz, as well. That is a little bit unique and maybe we can talk about what that looks like in the form of business. But primarily what I do is spend my time helping entrepreneurs get what they want from their business. And we do that through Implementing and talking about all the tools associated with the entrepreneurial operating system, or more commonly known as EOS.
[00:01:40] Um, easier to spit it out when you say EOS, uh, based on all of the learnings that have been pulled together over time from Gina Wickman, who is the author of the book, Traction, which is really the beginning stages of what it, okay, takes when you're trying to build something and having an operating system, not software, but a way that you're going to run your business day in, day out.
[00:01:59] And so that is what I do most of the time. I've got a couple of things that I do some of the time, but EOS and helping small businesses get what they want is where I spend my days.
[00:02:09] Yeah, I love that. Um, and, and just like any good architect having multiple projects, uh, makes perfect sense. Okay. Um, again, that, that one of those rare pieces, uh, around that profile is that, um, you know, you're, we're. Extremely project oriented and having multiple things going on actually feeds us. Um, where I think a lot of people, a lot of entrepreneurs get, get the shiny object syndrome and they try to do multiple things.
[00:02:31] Um, and then there are, you know, just the few that actually get, get life from doing multiple things. Maybe they're serial entrepreneurs like you and I, but, um, it's just a little bit of a, just comes a little bit more natural. It doesn't mean that other people can't do
[00:02:43] it, right?
[00:02:44] . It's who you're working with actually also influences which way. So we have this, uh, I guess it's a, it's a bit of an assessment that we do if anyone's ever read the book rock of fuel, which is kind of book number 2 in the traction library. And that talks about what it means to be the visionary.
[00:02:57] What you're talking about at that high level. The idea person coming up with, Hey, we're going to do these next 10 things in the next two weeks. And, you know, always dreaming about the next thing. That's that visionary piece. And then the, really the yin to the yang is the integrator, uh, that that's the person that gets stuff done and in the businesses, the glue, and they're going to drive the P and L and manage the people and make sure everyone's.
[00:03:19] Really getting going on what the visionary wants to achieve. And in many ways acts as the governor. To the visionary energy, right? That's when you get it really going, those two working together, that's rocket fuel, right? Two different things coming together for takeoffs. So when I talk with, uh, clients.
[00:03:35] I'm typically coming at them from an execution side. I'm talking to visionaries. They've created this business. They have this great idea. They've got a product. They want to bring it to market. They just don't have the, the way they're going to do it. The, the path, the execution path to make that a reality and make a business that's going to be built to last.
[00:03:51] So I'm coming in from that side and in my rocket fuel assessment, I'm actually lean heavier on the integrator side. Swinging over to my other business. My wife and I own a small business here in Arizona, and she's even more of an integrator. So I kind of move into the visionary side. Like it was my idea to do this, and now she's running it day to day.
[00:04:09] So you kind of wear that hat. So it is a little bit of a relative comparison to who you're working with. But ultimately, most of the time, you know, that execution side is what kind of comes forward. And it just goes back to what I've done for a lot of my career when I wasn't. Running businesses. that's Where I view it.
[00:04:24] Um, but yeah, it's a unique bird that can do both all the time. And I think that's you. I mean, right.
[00:04:28] Can be a struggle. So let the let's, let's break this down because I think that the majority of listeners as entrepreneurs are going to be that visionary type, right? Where, where they're going to be all ideas, all gas, no breaks, no systems. Now that doesn't mean everybody. And so if that's not you and you're listening and you're more systems oriented, then that's okay.
[00:04:49] Then. Then you maybe just lean more towards that naturally, but for the majority, entrepreneurs are going to be a little bit, you know, a little bit wild, a little bit over here and, and, and that's, that's the energy, as you mentioned, to kind of really start the thing, uh, from, from nothing that's, that's the gumption or, or really just the risk or like.
[00:05:06] You know, like almost naivety, like I didn't assess anything. So therefore I started this thing. And then the guy that assesses everything came later. Thank goodness. Cause otherwise we would have never gotten started.
[00:05:17] Yeah, that's all that. It's all those quick start folks, right? Got an idea. Let's just go, go, go. Oh, let's go over there. Let's get after that. Yeah, it's it's great because the world needs them and it's also dangerous, right? Because you got this high risk tolerance, but also risk failure, risk failure, right? I mean, that that is that is the pattern that you see there and just interesting note and we can the numbers are crazy, but it's somewhere between.
[00:05:40] Yeah. Four times as many as maybe as many as 10 times, as many visionaries as there are actually the
[00:05:47] Right.
[00:05:48] So our visionaries are always searching for that yin to their yang. They're always trying to find that person that's going to really work with them. And it's, it's just, it's amazing. And we've always used four to one, but I was talking to someone recently and I.
[00:06:00] Point, it feels like it's more eight, eight to one, 10 to one . It's just so many people with ideas, but then they get into it like, oh, this is what this takes to actually run a business and I've gotta do this work and I gotta bring these people on and, you know, manage 'em and get 'em right. I, that, that is a, when we, when we talk to folks out, that that is typically the area where we have to spend the most time.
[00:06:18] It's, it's trying to find those complimentary pieces to their ideas,
[00:06:21] How does someone maybe like take into the account of I'm an idea person and I don't do systems very well versus. I'm an idea person and I'm just kind of lazy because there's a, there's a, there's a work ethic here.
[00:06:36] Um, that especially younger entrepreneurs that might be listening and they just kind of want it done maybe for them. There's a done for you kind of approach, uh, with the younger generation. So what's, what's the difference here between maybe work ethic and then just recognizing like, no, this is my natural skillset.
[00:06:50] I need the yin to my yang to your, to your words.
[00:06:52] Yeah, uh, there's actually a couple. There's a tool that you can use it if you're that type of person. This is once again hard for a visionary to do. But if you're willing to take the time and be introspective, there's a tool that we use that can help that. It's a pretty simple tool as most things are with EOS.
[00:07:08] We try to keep it simple and just understand that it's the repetitive of it all that actually allows you to build some of that traction. But the tool that we use is a simple one called delegate and elevate. But it's really just about understanding what do you like to do? And what are you good at and oppose that?
[00:07:25] What don't you like to do? And realizing you're not very good at that. And it's a 2 by 2. so think 4 boxes and obviously everyone, whether they're a visionary integrator, you know, data analyst wants to be in the box where they're doing stuff that they really like to do. And they're good at. And then the company's working well when you've got everybody in that, that's sort of that upper left quadrant when you're got that high want and high skill.
[00:07:47] Um, the danger is when a visionary has to dip down into the, I don't like it and I'm not good at it because then anyone that works for him or her, or that wants to come on board for him or her feels like they're getting whipped back and forth as the visionary changes his or her mind from day to day, hour to hour.
[00:08:03] Uh, so that tool can be helpful in understanding that. And then. Yeah. The willingness to say, okay, yep, that's it. I've got to find the person that actually really likes to do that. Cause the beautiful thing is you can always find someone that loves to do the stuff you hate. It's an amazing thing. Those folks are out there and use them because you hate to do administrative tasks.
[00:08:24] There's plenty of folks that just love it. They love organizing. They want to spend their whole day doing that. Let them, find those folks and give them that chance. That's going to let you elevate your game. Let you focus on the things you're really good at, which is coming up with the next idea, building a culture for the organization, managing huge relationships that are out there as you build your business, right?
[00:08:45] But embrace it and get after it, but don't try to wear another set of clothes and then manage that thing day to day. Cause you're going to be miserable. And guess what? Your rest, anyone else you bring on board is going to be miserable. And then they're going to talk about, boy, I don't like working here.
[00:08:57] This is not right. I don't like this culture. Well, it's just because you're. You're wearing the wrong set of clothes. Bring someone in that's got those that's got that for you. Um, and, and you're going to be much, much happier and you're going to see your business grow that much faster.
[00:09:07] Yeah. I, I, I think that there are a lot of people recognize that, well, I guess you maybe have two camps. You have the people that you just addressed over. Like, I don't know if I have a belief that there's people out there that actually want to do this stuff. So you just address that, which I think is fantastic because there are, there's plenty of people actually.
[00:09:23] And then over here, the other camp is, is I believe that there's people out there. But I'm not, I just, I hold things tight because that's what entrepreneurs do. It's our baby. I have a troubles delegating. And so talk to that person for a half second. Maybe they're a visionary also, but they're just doing too much and they should be giving them away to people that are qualified, that are out there that want to do these things.
[00:09:43] They know it, but they're just not.
[00:09:44] I would, I would just ask folks in that situation and it's okay what your answer is. But if that's that's you and I can't let go. Are you enjoying what you're doing? Is this whatever it is what you thought it would be? If your answer to that is yes, I love working 80 hours a week. 70 hours a week. I love doing everything.
[00:10:03] I love being the person. It fulfills me internally. And if that satisfies you and that's who you are, there's there's nothing we're going to do you and I or any assessment that's going to stop them from doing that. So I say go forth and prosper. Like, that's that's great on there. My guess is that that is a very small percentage of that audience.
[00:10:22] More than likely they're not happy. Right, right. If they're going to really look at themselves, like, wow, I'm really not happy. I really didn't intend to gain flexibility in my life by leaving a W2 job. So I work 80 hours to try to figure out how to get this widget to market. Right. That's not what they, my guess is that's not what they intended to do.
[00:10:39] They may be in it now, but that's not what they intended to do. So if you want to be honest with yourself and look at that and take the moment to, you know, read a book, listen to a podcast, whatever it is, and really understand about yourself, that this, this is not fulfilling me. Then, then let's have a conversation and that conversation can just be, hey, I'm going to turn it into something that you can read and research and see if this actually, you know, try it out.
[00:11:01] There's tons of books out there. You and I probably read all of them together, but read that and say, okay, which one speaks to you? Um, right. And figure that out. And, and, but, you know, I would just say that for anyone in that boat, if you've got to have 3 things in place, regardless of which side. Of the coin you fall on.
[00:11:17] One is how are you running your business? We call it an operating system. Us is one. There are others out there. Obviously, I talk about us, but there's others that that folks will find more to their liking. Great. Have an operating system and run your business that way consistently to have a have a peer group.
[00:11:34] Some people that you can talk to pick 1, right? It can be, you know, it can be a group of folks of like minded. It can be something that's established, but go out there and find that peer group. Thank you. For you. That's going to work for you. That's going to speak to you. And lastly, have a coach have someone that you can lean on, but everyone that's in a business, that's going to get those three things need to be present because if they're not present, you're going to be missing something.
[00:11:56] Then you're not being honest with yourself because those are the types of hooks and give it the feedback to help you see the
[00:12:00] Absolutely. Well, I, I appreciate the, the head nod there because obviously EOS is something that we use. And so I'll give you the head nod back and saying that the listeners are, uh, you know, contemplating if they've, I'm sure that they've heard of EOS, but if they haven't, then they're like, okay, well, we're going to talk about it further.
[00:12:14] So stay tuned. Um, but if they have heard of EOS and they're like, well, how do I do this? I'm going to get to that here in a couple of seconds with some questions I've got for you. But this is something that I use in multiple businesses. And it is powerful. And then in addition to that, the peer group, you know what?
[00:12:26] There's this thing called gathering the Kings. It's fantastic.
[00:12:28] Imagine that. It's out
[00:12:30] It's like we were meant to be together, you know, but I appreciate that. Let's get to some of the questions about EOS, because I can only imagine someone listening right now going, okay, I've either read traction or I've heard. I mean, it's been recommended on this show at least a hundred times.
[00:12:44] And so breakdown for me, just for the listener right now, who's maybe familiar, barely, or has never heard of EOS. Give us an idea of what the operating system is. And then I got some other questions for you after that.
[00:12:54] absolutely. And Chad, just to let you know, you're not alone. It's about 10 to 1. the number of companies that that read the book have the familiarity with it, have the self belief and will will take the tools and put them into business themselves and put them into their practice. So. That is what the majority of folks are in that space.
[00:13:12] We've got a couple hundred thousand companies by our estimation that are running on EOS and what we call self implementing, right? Taking the tools and putting them in there and seeing what works for them. So then there's probably somewhere around 23, 000 companies right now that are working with a professional implementer.
[00:13:29] That's what I do. And having that person come in and guide them on that journey. And so the 1st thing to take away is us is a journey. It is not a symposium. It's not going to go 1 day, figure it all out, put it in. And all of a sudden, my business runs well, like that. That is not what this is. Right? We typically say that it's a, it's a 2 year journey of a mindset change and how you run your business and like anything, the consistency of applying.
[00:13:53] The tools and the disciplines that we introduce is what's going to make the difference. So, there, there, this is, this is the old, there is no overnight success story, right? The overnight success story that takes eight years. Well, we say it takes two years for you to gain mastery of the tools that we introduce.
[00:14:07] The tools are simple. They've been around for a hundred years. They're going to stay around for a thousand more like they have been around. But it's, it's the consistency and the application of them that is so
[00:14:17] Yep.
[00:14:18] Um, without going too deep into the weeds, there are six components of EOS that we work with companies.
[00:14:23] To get them better. These are outlined in traction. You've read the book, you've heard them. We start with a vision of where you're going and how you're going to get there. Do you have all the right people in place to make that happen? Are you're looking at your business through the lens of data and digging into the real numbers as opposed to your gut instinct?
[00:14:40] Do you identify all the issues and things that you want to fix and need to fix and working on the ones that are the highest priority? How strong are your processes? And do you have them? Not huge binders, but high level, like, are you going to do the same thing every time so you can scale, which is so critical enough to reinvent the wheel?
[00:14:55] And then lastly, how are you building traction? And we do that through a couple of ways, but it's about building weekly meetings in there where you're staying on point 90 day living, where you're looking at what the next 90 days is, what's the most important. So those are the six components, vision, people, data.
[00:15:10] Issues, uh, process and traction and the whole journey of EOS is just to strengthen those six components through a bunch of tools we introduce along the way. So we'll go deeper on that, but that that gives you a highlight of it. And, uh, you know, if you read the book and want the movie version, anyone like me or anyone else will walk you through it.
[00:15:29] Um, that's what we do to make sure that clients fully understand if they're ready, if they're ready for this, because some aren't frankly, some are ready, right? And we want to assess that as well. The readiness is so critical. When we're talking to a potential
[00:15:40] client,
[00:15:40] The mindset has to be in place to accept it. Right. And this is where your business and mine are going to be similar because I tell people who are inquiring about gathering the Kings, I'm like, I'm going to give you some information here, but we're going to make sure we're on the same page first, because if we're not.
[00:15:54] It's not going to work. I'm not looking to convince you about anything. Same thing with EOS is like, if we're talking about a two year journey of understanding principles and then implementing, I'm not going to convince you today and then again next week. And then again, like that's just not going to work, right?
[00:16:09] Well, it's going to be fun for anybody. Us is something that you do for your
[00:16:14] Yeah, that's good.
[00:16:15] not to
[00:16:16] That's good.
[00:16:17] So, if you're in a position where you're ready to make a change, you are dissatisfied going to bet what you talked, what we talked about a little bit earlier, which is, are you getting what you want from your business?
[00:16:26] Did you envision 70 hour work weeks where you can never. Never trust anybody to do the work. You're always the person that has to do it. You haven't built a team around you that can actually take any of the workload off. If you're there and you're dissatisfied with that, right? Then we're starting to talk about someone that may be interested in making a change.
[00:16:43] But you've got to have that, that, that mindset that says, Something's got to give. Um, I have reached, I've reached a point where something's got to give. If you're not there yet, I'm not going to convince you of anything.
[00:16:53] Yeah. Yeah.
[00:16:55] I'm not going to try because you're not going to enjoy it. You're going to feel like, oh, I've hired this guy, Scott.
[00:17:01] I, I'm, he's doing something to me that I'm not, that I don't like and to my team Yeah, that's that's that's not the right spirit to to
[00:17:10] Yeah. That won't work. Okay. So let's, let's keep on the same lane here of EOS and the value of, but let's talk about the difference between self implementing, which, um, obviously you said a ton of people do, but then there's also, you know, tens of thousands of people who hire someone like you. So what's the major difference in maybe even why someone listening today, who's thought about EOS, why they would hire someone like you as opposed to just doing it themselves.
[00:17:31] Yeah, I'll use an analogy first. Then I'll dig a little deeper. Right? Um, so, you know, I know you like to the gym. I did the gym, right? That's all good. I mean, that's part of a part of, you know, just staying physically mentally fit. Um, if you've got the discipline and you can get up and get to the gym and follow follow a path.
[00:17:48] Great. You don't need a personal trainer. You don't need to follow along video. You know, the drill, you've done it for a long enough. You're good to go. Great. Some of the folks need the appointment with the personal trainer. They need the class to get to. They, they need to have a video playing that they can follow along to, right?
[00:18:03] That's where an implementer comes in. , we can be that personal trainer for your business and helping to hold you accountable because maybe that discipline doesn't exist in your organization to hold yourself and everyone else accountable. So that's the analogy. Um, what we will say to clients as we're going through that is really hard to both be in the system, in the business and realize what's happening to the business or on top of the business.
[00:18:26] That, that having that insight into both is a challenge, not saying it's impossible. But it's, it is a challenge and it's when folks realize, am I having that right? That this one sure you have the discipline to work 70 hours a week, but you have the discipline hold everybody
[00:18:39] accountable every day of the week.
[00:18:41] You have the discipline to maintain these are the most important things for the next 90 days. You have the discipline to say every week. We're going to look at the metrics and dive into them. And I know it sounds silly, but the discipline to hold a meeting at the same time every week with the same agenda.
[00:18:56] Which is so critical to building traction within your business. Like one of the hardest things to get someone to do. And it seemed to me, to you, like, well, we hold meetings every week at this time. Everyone shows up and do it. Like, that seems like second nature, man. I'm in, I talking to clients, like, yeah, we didn't have our meeting for three weeks.
[00:19:12] I'm like, I don't have
[00:19:14] will happen. What were you doing?
[00:19:16] that work.
[00:19:19] What were you doing?
[00:19:20] I, appreciate that still want to work, but like, that's just not going to work. Right. And then we have a quarterly meeting. We get together. We spend a day together and like, yeah, this isn't happening. This isn't working. Like, how those meetings going? Like, oh, we haven't held a meeting in a while.
[00:19:33] You might be able to reduce these issues that you're bringing forth here if we just attacked them week in, week out. But it's simple, not easy, right? That, that, the discipline and accountability that, that comes with that can be a challenge for folks, um, particularly those visionaries that are ready to get the next shiny thing going.
[00:19:49] Like, I'm going to go do this and serve that
[00:19:52] Yeah. There's a value there in the, in the trainer, um, analogy that you gave even to the guy who is disciplined. And I even take my own fitness journey right now is that like, I've been super disciplined with time and then now with different exercises, but I'm finally to the point where I'm like, okay, I now need to go to a level where I've never been.
[00:20:09] And so you'd mentioned earlier, you know, obviously a system. A peer group and a coach. And those three things kind of even together allow for even the guy who says, well, I can do all this myself. There still has to be perspective from whether it be an EOS implementer. Cause like you're saying, you're helping them look on the business as opposed to being in the weeds or a peer group who can say, Hey, well, Hey, have you thought about this?
[00:20:32] Cause I've had the same problem or a coach who can come in and again, just challenge with questions around. You've probably not thought about this before, but. And then it's like, Oh, wow. My, my perspective changes. Now my workout, my workout and my routine, or like specifically what I'm doing or what I'm eating can change and I can go to the next level, but if I always stay stuck in that, I already know what to do.
[00:20:53] Cause I know that there's people like that listening right now. They're like, Oh, I got it. I read the book. We're good.
[00:20:56] yeah,
[00:20:57] yeah,
[00:20:58] the reality of it is that there might be some to your point. But there's probably some that are saying that, that are like, you should just stop what you're doing and, and, and look up Scott Goodrich and, and
[00:21:09] yeah,
[00:21:09] because that's just the
[00:21:10] reality.
[00:21:11] We're using this fitness analogy, which, which I love. I'll just take a step further. So 15 years ago I had to attend a funeral and I put on a suit that I had always worn when I had to do something like that and it didn't fit and I'm like, okay, Scott, what are you going to do next?
[00:21:24] Like what you're doing, this jog around the neighborhood is not a thing like that is not going to. Get, get you back to it. So for me, my coach just came through at the time was P90X. So I'm, I'm an old guy dating myself, but that, that was my coach. And I did that thing religious. Like I didn't miss. And I went through cycle after cycle, then I bought number two and number three.
[00:21:43] And like, but Tony Horton was the guy, like he was the coach that was there. I was following his system. And then I got to the point where I gained some mastery of those things. So now I don't need to pop the video in and I can watch. Sports center or whatever, but I'm still doing it, but I don't have that coach all the time anymore because I've gained a degree of mastery by no certification.
[00:22:05] We do the same thing for our clients. We want the client to gain mastery. We want we want them to
[00:22:09] graduate. We're not we're not looking for a lifelong. You need Scott or any other EOS implementer to hang with you forever. We're here as long as you need us, but we anticipate that sometime around the two year mark, you're gonna be like, now I've got it.
[00:22:24] I have the discipline. I'm in the
[00:22:25] rhythm. Scott, maybe we'll see you once a year. Maybe we'll see you never. Okay, you've graduated. Fantastic. That's our goal to have folks take that and bring that mastery in amongst their team. We are gonna teach you how to fish. We're not gonna put the fish on the plate for you.
[00:22:41] And that's why that makeup of a potential client or someone that's considering this is so critical because if you're not having any doubts, if you're the I got it, I got it. Then you've got it right. And, and there's nothing, there's nothing we wanted to move forward on there for, for both sides.
[00:22:54] 'cause neither of us will enjoy the
[00:22:55] That's right. Um, I do have, I've had several clients currently even, uh, match my clients that are using EOS at, you know, in the way of hiring an implementer. And one of them said just, I don't know, this was maybe a two or three weeks ago, is that the benefit for them to bring in the implementer, because this, this person I'm referring to is extremely disciplined and they even knew that I really.
[00:23:19] Don't need this from like a execution perspective, but for them, it was. The ability to give it to somebody else so that the team didn't have to take the new information or the system from the owner. It was, it was the value of going, we are all going to look towards Scott and Scott's going to give us the answers and we're all going to come together.
[00:23:39] And Scott's going to give us the EOS. Process here. And we're all going to kind of jump on this journey together, as opposed to I'm now giving something different that we're going to do as a business owner. It was just that freedom to say, no, actually, uh, not that Scott's the bad guy, but, but kind of a little bit, you know, like he's the one bringing all the, the meetings and the organization and the change, right.
[00:24:00] Um, and then of course that eventually warms the team up and now we're all in place and we're all, we're all in good order, but, um, they didn't have to be the, the. The person just disrupting everything, they kind of pointed the finger at the, at the implementer, which. Is great. That's what a coach is for, right?
[00:24:14] yeah, absolutely. And, and the thing that, in that case, which can be really helpful, so we, we've talked about the execution on, on the traction I mentioned earlier the vision that that comes along as your strengthening those components. The last piece that we promised to bring. To our clients is some team health, and it can be hard if it's the integrator or visionary that is doing the implementation because when we really get into a team health session, which we do periodically during the journey, everyone is around the same table looking at one another.
[00:24:44] And the feedback is of equal. So, even though the visionary is the 1, the leader, if I'm. Sitting in the finance seat, and I have a concern about the visionary, what he or she may do in certain instances, we we lay that opportunity out there for that to occur. Open and honest feedback and building trust amongst the
[00:25:02] team. And you get to a place where it's really, really a healthy environment to work with one another. And that is really hard to find as well. Um, particularly if there's a family dynamic or a friend's dynamic that has happened as this business got built because team health then although we're relatives, but Yeah, The health is not there.
[00:25:20] And that, and where the strength of the teams comes from. So implementers can help really address just team health and bringing that visionary into an equal level with all of the folks they've surrounded themselves with. Um, there's a lot of value there. Once again, if you're open to that value and building that healthy team.
[00:25:34]
[00:26:24] Yeah. I want to ask you a question and you can use your own experience in business, either this, this particular business of coaching and, or your other business that you have, or reach into all of your clients, because I really want to know. When thinking of, cause we've talked a lot about systems and I, and I believe systems are a good idea, but what I want to know from your history is what's like a key decision that either you've made or you've seen made kind of over and over and over again, that's real practical.
[00:26:53] You can give it to a listener right now and they can go implement it into their business.
[00:26:56] So I'll, I'm gonna grab a tool that, that I, that I feel, um, is often underlooked and, and devalued, and it's the simple act of scorecarding. Um, and, and that scorecard is. It's not a look back at what happened, right? That's a monthly business review, done plenty of those in my life. I'm sure you have as well.
[00:27:16] It's like, okay, what just happened? Or a scorecard is actually a reflection of the key metrics. Five, six, 10 metrics that are predictive of what's going to happen, right? They're the activity based things that you as a business have control over that you're doing week in, week out. And are we red or green on those things?
[00:27:35] We don't allow for any yellow and that's scorecarding. Uh, we'll, we'll bring, bring more discipline and build more traction there because it actually eliminates the surprises. You don't have to worry about why we're not having any new business because we actually didn't do any outbound work to generate any new clients, right?
[00:27:49] We were sitting back on our heels and hoping the website did it or whatever they are, but you're, you're actually tracking those metrics at the company level, and if you're big enough at the department level that are predictors of where you're going, taking the intuition out of it. So, so critical. And I'll then I'll, I'll flip that.
[00:28:06] Idea over to my business that, that, uh, that I started with my wife and I, we bought into a franchise, um, which is to put a counter on it. The franchise is a whole struggling, but our business is doing quite well. And 1 of the decisions that we made on the score cutting side is we pulled a metric out. Seat utilization, right?
[00:28:26] So that the franchise is a haircut and color franchise. So bald guy haircut shop. No judgment. Um, haven't been to a shop in 30 years. I just happen to own one. Uh, right. But, but the, the metric of utilization, utilization was so critical because we've been, it caused us to say, well, we're under utilizing.
[00:28:42] What's the staff? What is the hours? What's the length of time we're allocating to each one? How many do we actually need based on client flow? That one metric of looking at utilization informs so many other decisions. And it wasn't just gut instinct. Oh, if we stayed open for longer hours, sure, we'll see more people.
[00:28:59] The actually inverse happened. We shortened our hours, concentrated our clients. And saw more
[00:29:05] Not gut instinct because when we opened the shop based on what the franchise says, like, longer hours are better. You're sure to see more people. Well, that's hard and staffing super inefficient costly because they're all W2 employees and that that concentration of efforts by actually looking at.
[00:29:20] Oh, our utilization is in the 30s. Well, that's really bad. We, we actually ran, like, 90 percent utilization in
[00:29:28] Wow.
[00:29:29] but this was a journey. It took us years. And, uh, we, we made some really aggressive operational moves in order to make that happen. But now we actually run the most efficient location in the entire, uh, franchise, bar none.
[00:29:41] There's just no way. And we're looking at that each and every week, looking at the staffing. How do we do that? And we actually know how many open chairs we have weeks in advance when we set a schedule. Now, Colin said, but we, we have real good sense. It's predicting how we're going to be now when we're open, we're there for any client that either wants to walk in or set
[00:29:59] Right. Yeah. And so just to kind of use that example and bring it into some, some practicals, you're on the scorecard, you gave the chairs and you said, I can predict in the future when they're going to be empty in essence. So for a business that maybe isn't a hair, a color and cut, they're a, a remodeling company or a marketing company or a fill in the blank.
[00:30:20] It doesn't matter. What we're talking about is lead generation and the process of right. And some of those things are the numbers on someone's scorecard, and you've previously determined ahead of time, how many seats need to be in the, in the, or how many butts in the seats and at what times and what the ratio is.
[00:30:38] And, and that way on the scorecard, when that numbered. Dips below a certain number. It's now going to predict something in the future so that you can make some adjustments. Just like in my remodeling business, it's okay. We need a certain number of leads each week. We need a certain number of first meetings, certain number of second meetings, certain number of closed deals, or a certain percentage based on then a revenue and a margin split.
[00:30:58] Like there's all these indicators and we should know on our weekly L10 meeting of like, are we on track or not? Not like, Oh my goodness. Like you said, looking back, Oh, last month wasn't good.
[00:31:10] Yeah. And the U. S. scorecard blends those 2 together. So when we introduce this to a client, it's 2 fold. It's 1. Okay, let's have a goal and understand what the last week looked like. But we also look back at the last 13 weeks to look at trends so that you can also use that best information to inform and see, okay, we have a wrong number here.
[00:31:27] We have a wrong metric on here or we are not. Addressing the root issue here. Every small business owner is faced with, you know, 136 problems at any one time. Right. You, you know, this, your stuff is coming at you left and right, particularly in the early stages. So how do you make sure you're working on the most important thing?
[00:31:46] Well, the scorecard will point you the way like, oh, the most important thing for the remodeler is that I have one of my sales reps in front of a client in their house, looking at it. That's the most important thing. Okay. How am I going to get there when I don't have that? I know nothing's getting close because we're never closing something.
[00:32:01] And as we get. On site with the client. So how do we build that up from there? What are the activities we need to take to make that happen? And it should take the mystery out of it, right? And just say, you know, sell more. Okay. What exactly does sell more mean? And let's get into those. And most salespeople do know their numbers, but are they tracking them weekly?
[00:32:21] Did they have it to that essence? And that's where that discipline comes in. So for me and my. Coaching practice, right? I do the same thing. And it's just me. It's a coaching practice that's getting built up and like, okay, what did I do last week? What was my scorecard? Oh, surprise. Uh, you don't have any client calls this week because you didn't do the work last week to have a client.
[00:32:38] All right.
[00:32:38] So, you know, I'm doing that Sunday night to take a quick look back, but hold to myself accountable to what's red and what's green on there. And what are you going to do differently in the week forward to actually enact a different result? Right? There's no hoping. Right. It's right there. So I think because.
[00:32:55] Visionaries and entrepreneurs are so instinct driven and have such a passion for whatever they've created data. Yeah, it's there, but is it truly in there? And is it truly something that's being used to drive decision making? Yeah, that's that's what I would say is the 1 thing that has made all the difference in our business
[00:33:15] Yeah. And I want to just give another plug here for you because the value here of the implementer or someone like Scott, even with, in addition, cause there's plenty of implementers and I've met several of them, someone even like particularly Scott, because the way that he understands data and process himself and has done it in his own businesses is a huge.
[00:33:38] Another value, because you might be listening right now going, this sounds like a lot. You got, you got two, you
[00:33:45] There's a lot I don't
[00:33:46] high, yeah, you got two very fast moving, very fast talking, a lot of detail. We're, we're talking about some really, really good stuff here, but the other person on the other end is going, I don't know what to do with this.
[00:33:56] Right. And so what, what. If you are feeling that, that's probably your indicator just to reach out to Scott. And whether you end up hiring him or not, neither here nor there. Start the conversation would be my encouragement to you. Because if you take the information that we're talking about and go, Oh, that's so good.
[00:34:12] And then you end the podcast and then you don't change anything in your business. It did nothing good. It was no good. We didn't do our job because our job really today is going, look, these principles running on a system, being organized, having a scorecard so you can keep metrics. Like, yes, it sounds like a lot and it is.
[00:34:28] That's why people like Scott exist. And so I just want to encourage you to take a pause here in the, in the, in the audio here, or in the, even the video and check out Scott information below. I want to ask you the opposite end of that question, Scott, I want to ask you the bad decision. Again, whether that's yours, even in your own franchise or something that you've seen a client do just so you're just, you know, ah, don't do this.
[00:34:48] What can you share with the listeners?
[00:34:49] This, this is an easy one. And, um, I love to have gone back in time and did it when we decided that we were going to pursue opening a franchise and really scratching that entrepreneurial itch that had existed at least in me back in my teenage years that I kind of stopped scratching for a while and then went back to, to own my own thing.
[00:35:07] Right. And we can talk about that, that mindset. But when I decided to do that, I was told, promised, marketed to, whatever. I took it at face value that this was a semi absentee to absentee opportunity here. Just let us take your money and this will turn into magic and and not that simple. Of course, but the point being, well, I was not into hair, right?
[00:35:31] And I looked at a bunch of different investment opportunities and selected, you know, a Internet proof opportunity that had long lasting value, not pandemic proof. Internet proof. Um, but different story. But that but that was okay. I'm going to keep working while this thing just spins up cash on the side. I think there could be nothing further from the truth. And if I could just go back and, you know, hit that guy upside the head back back when he made that decision in 2016 and realize no, if you're going to go in. You need to go in. You can't dabble. And, and, and that, that was on me. And I had this, this ego and pride of ownership as the space got built out and we opened the doors and we, we did, man, oh, man, you know, we went from there to the struggle bus to holy cow, do we have to close the doors in this place?
[00:36:21] Like all because we were trying to, my wife, the same, she was working hard at her job. I'm working at my job. And then this thing is like on the weekends and in the evenings, we're checking it. Like, That is just no way to make a go of it. And, and then so I could go back in time. That's what I would, would unwind and undo.
[00:36:37] And it's one of those deals, Chaz, like if I only knew then what I know now, right, but that's how you learn. I mean, that's, and that's a story I can then carry with others, right? You'll learn from that and then can carry that forward. And for me, that is, you know, that that's also powerful in and of itself.
[00:36:53] Yeah. I mean, the, the, the power of focus or the ability to go all in, I mean, you've referenced several principles here of whether it be commitment or obsession, um, double mindedness, you know, it's just really tough to be in two places at once. And the, the, the problem is, is that, like you said, it's just early on, there's just a lot to do in the business.
[00:37:11] And so there's, there's people listening right now who are, uh, let me maybe say younger, tenured in their business, you know, first couple of two, three, four, five years. And, and, and it gets to, you know, three or four or five, maybe six, 700, 000. And then they are like, what's next? I'm let me open up another business or something, right.
[00:37:29] That maybe they had a job, you know, back and forth. And, and I think that for the majority of folks, it's exactly what you just said, which is just like, it literally actually keeps them from doing either well at all. Um, there comes a point, so let's talk about. At some point, maybe that business, because now you've started another business.
[00:37:48] So what was the difference between the Scott back then that you should was like, Oh, you should have just gone all in and focused on the one. Now you have two. What's the difference.
[00:37:56] A couple of things there, um, the learning right and applying it to the 2nd time. Right? So you're, you're just, you've gained that incremental degree of wisdom from what went wrong the 1st time. And by no means have all the answers the next time. Right. So, so I'm not, not by any means there because it is a journey and I'm just adding to the wisdom, but you're never reaching the end game.
[00:38:18] So, you know, you bring that in and you, you've had a couple there and you're like, okay, this went wrong. 1st time. I'm not going to do that. I'm going to make a new set of mistakes. Right? So that's part of it. So, for me, that's, that's 1st and foremost, that, that, that I take in there. Um, the 2nd, 1 that is a little bit different is this.
[00:38:35] Yes. This work that I'm doing today is just a natural coming together of the things that I've done all
[00:38:42] Yeah, it's good. Yeah,
[00:38:43] right? So, so I'm combining my background as a coach, no matter the job I've ever had coaching, mentoring, leading others, like, so I've coached, you know, coached basketball for a while. Like coaching is just.
[00:38:54] Who I am, that translates directly over into helping clients. I have a story around what worked and more importantly, what didn't work from owning a business and having, and bringing that in there, like that was such a part of my journey there and having that come in. And then I have this whole execution side, which is what I spent my career at on as a W2 employee, helping companies execute.
[00:39:19] Their plans, right? I was on operations guy. So coach execution and this entrepreneurial failure and recovery come together. And that's what I try to bring forward to anyone that I talked to about what it might look like if we were to work together. And 1 of the things that we do in order to make that is when we.
[00:39:39] Talk to a client. We are, we're, we're giving them a chance to, to match make, if you will, to make sure that they want to work with someone with that journey, because, you know, other implementers, they have a much different
[00:39:51] journey. Fantastic. Right. That's great. Everyone's got their own journey in their own story.
[00:39:56] You've got your. So we just try to bring that forward in there and try to find the right match for anyone that we're working with. But going back to your original question, that's the difference in this garden and I'm still making mistakes. My goodness, I'm making mistakes day in, day out, and even, you know, just, you know, pivoted two times this year, but okay, why you spend your time on this?
[00:40:13] Spend more time on this, right? But at least I've got some tools now that I'm able to assess and pivot a little bit faster than what I was doing six, seven years ago, trying to figure that thing out in a space that was really foreign.
[00:40:23] Yeah, I agree. I think that, um, underneath those things that you're trying to stay away from in the second business, obviously speaks to that. You have a business already that's, you know, humming and doesn't mean that you've left it and that you're, you know, uh, it's mailbox money at this point. Cause you're obviously clearly still running it and your wife's involved.
[00:40:42] But the reality is, is
[00:40:43] I'd like to flip that around. Clearly, my wife is running it and I'm involved. She gets all of the credit on that. So should this ever reach the ears of her or somebody else? Like, yeah,
[00:40:51] Wait a second.
[00:40:51] there, right? She's like, you got to get to give her credit. I would just describe what what she has done and what she's jumped in as the integrator as the person that's in there in and really driving this thing has been nothing short of remarkable.
[00:41:05] And it is really it. Testament to her and all that she's done. I bring some of this other stuff to it, but let's just face it. When we're talking about it, it's 98, 99 percent her. And I'm, you know, I'm lining her down, coming in and out of there, but the journey is ours
[00:41:18] Yeah. Which I appreciate you clarifying that because it actually makes the point, which is that you now, because you know, whether it's her or an integrator or the system or the business, like it's, it's working, it's in place, there's, there's a process. She's clearly capable and, and like doing it, like you said, it's not even just like you gave her permission.
[00:41:38] She's been doing it. Which now as a visionary, it's like. Okay, now I have capacity maybe to do the next shiny thing possibly. Um, and so I think, I think that obviously you guys are
[00:41:48] making a great team in
[00:41:49] And I think that's exactly it. Yeah. Yeah. Yeah. Well, I'll say that's when we go where we first started. This is, this was where I can kind of flex that visionary side a little bit and have that. And, and we, we run that business on EOS. So we, you know, I am actually in this case. Self implementing because I'm facilitating us through that journey and that doing so we can apply those in there.
[00:42:08] And then she's the 1 that's taken forward and executing on it. And so we bring that to that business. And that's what I'm saying. Opening our eyes up around 1 of those things that are really where we had the gaps where the areas of weakness that we could address.
[00:42:22] It's good. Let's talk about family for a second before we kind of wrap up. Um, obviously you've been in business with your family. Um, But I, I'm gonna take an angle from the comparison between the word obsession and balance. Um, I don't believe in the word balance. Um, the obsession answer for me is us going all in.
[00:42:39] You kind of referenced obsession when you said you should have left your job and just gone all in or whatever that could have been for you back then. It's the same spirit of like, okay, we know as entrepreneurs to go all in on our business. That makes perfect sense is what we do naturally. Like we're all in 70 80 hours, 100 hours were whatever it takes.
[00:42:54] But then Oftentimes, what we do is that we don't know how to obsess at the same time with our wife and marriage or with our children or with the other health, you mentioned, you know, P 90 X, which I was a fan of as well. It's like, how do we do all those other things with the same intensity, with the same obsession and not worry about this?
[00:43:10] Like, Oh, I got to balance everything. How do you do it?
[00:43:12] it's a great question. You like to think you're doing it well. And, you know, I'm, I think I'm a little older than you and looking back, my kids are adults and I, there are occasional times when I look back that, you know, that I said, was I there as much as I as I could have been for them? And we actually talk with them and I'm like, did you get everything you needed?
[00:43:28] And was that and they're, you know, when you're in the middle of, it's like, well, let me provide provide provides when they go after this and chase this. And here's a promotion and here's a business and whatever your, your journey
[00:43:36] looks like. Yeah.
[00:43:38] Okay.
[00:43:39] It's not, it's not a, it's not an easy balance for sure. Um, I think I prioritized to the best of what I could within the moment.
[00:43:46] So the, the things that, that I part of, we were there for our kids for whatever they were taking on. So, if they were running, my, my daughter was a runner in high school, so she was running a race at 4 o'clock on a Wednesday afternoon in the Arizona heat, like. I was scheduling a work trip around that and I was getting to that and there like my, I cannot tell you how many club and college baseball games I watched of my son as he was a baseball player and doing it.
[00:44:10] So that, that was the bounces. It was to be there for him and have those moments when we, um, we didn't take a ton of vacations with them, but when we were looking for colleges, we turned a little mini vacation. So as the four of us would go check out a college and see some stuff in that town and do that.
[00:44:21] So those are the things that I feel good in pointing out that we are providing that, that opportunity for being there. For them and with them in those times. And, you know, I think they would, they would say the same, like, okay, you were there for us all the time, even if work called you away or had to do this, you know, those, those bright spots are there.
[00:44:41] So, yeah, that's that was a priority for me. Health became a priority. But I said, I kind of had that that moment back 15, 16 years ago. So, but I just do it before everyone else is awake. I mean, I, I just said, okay, I'm going to, I'm going to shave a little off this and prioritize that. But I, I rarely miss a morning where that's the 1st thing that I do.
[00:45:01] I wake up, I get the right headspace and I, and I get to the gym and that's done. And oftentimes it's before the lights are on. Great. It's done. And then I can get into my day. So that I've carved that time out for me because it became my priority was important to me. And it's what, it's what helps me achieve that balance.
[00:45:17] And, uh, even though I move a little slower than I once did, uh, you know, still making it through it and getting it
[00:45:21] yeah. I love, I love the, uh, the word usage of priority because that's really all it comes down to is that even when I look at my own, you know, history, it was that my priority was all of my businesses. And I was saying family or marriage or health were, and they, and they were. You know, number two and number three, but, but it was just so much focus on number one, that number two, three, four, five, six, seven didn't really get, uh, any of that obsession or priority.
[00:45:49] And so I think that, uh, that, that word or the ability that you gave to just be able to say, well, Hey, I'm going to just. Take an extra hour off the sleep and go work out in the gym, or, you know, I'm going to make sure I'm down at a certain time so that I can spend some time with the family or whatever those practical things are, you know, I don't think Scott or I are here to manage those things, but, but rather to encourage you to like, Hey, like you can be all in with each of those areas and you don't have to always be over here.
[00:46:13] Um, it is possible to have it all right.
[00:46:14] It is possible. Look at it. You gotta let's get there's there's some discipline and sometimes they're and I'd be remiss if I didn't say that my wife and I have an unbelievable partnership in all those things. And there have been times where she has been been doing her thing and we've made that the choice in the priority for what we've done.
[00:46:34] So, when we were 1st 1st married, she was a field hockey coach and we made moves and things to support that. And that was the choice. And then we. Thank you. Shifted a little bit. We made some choices to support what I was doing. And then we, we, so we, we've made these moves as a partnership and we're coming up on our 31st wedding anniversary.
[00:46:52] So, you know, that partnership is, is, is really, it's really what it's been all about for us. And our nuclear family, she and I, and our 2 kids, um. You know, we, we've created that we are, we're tight, right? We vacation with our adult kids every year now, that, that, that's, that's there and it's the partnership that's allowed for that and she's been probably more on the giving side and me on the receiving side on, on the whole.
[00:47:16] Uh, but there has been some opportunities for me to give and let her receive as well on, on, on the choices
[00:47:21] that's balanced though. Like if, if I understood that balance was the target, then I would be trying to make it 50, 50. And to your exact point, this has been an amazing partnership. And I'm sure your wife, if she had the chance, she would say something very similar. Although if you dialed it all the way down, maybe it's 70, 30, I gave she, you know, whatever, like that's not, that's not, that's not how marriage works, that's not how business works, like that's, you can't do that.
[00:47:43] It has to be what is best for us at the current moment. And that works. For every area. So I, I just really appreciate that perspective, especially since your wife's also in business. And I think it's just a, another exaggerated level, because it's not just like, there's no business and then, and then, you know, you're all in.
[00:48:00] It's like, no, you're kind of all in together, but yet separate in two different ways, which just makes it more extreme, you know?
[00:48:05] it makes a dream. It certainly comes with its share of challenges. Not all rosy over here, right? There's, there's been plenty of times like, you know, I'm going back in the shop on Saturday. Like, what are you doing here? And, you know, what are we, what are we giving up in that choice? And that's, there's no doubt some tension that that's the results of that.
[00:48:22] But, but I think the partnership has always been the thing that's been strong enough to even. To sort of fight off those challenges that have come along the way. And, uh, you know, that my appreciation for her is more than I could do on a podcast or anything else. And what, you know, she's been able to, to do for that business, but also just for, for our lives together.
[00:48:39] So that's, uh, without, without talking about her, you and I are not having this conversation. Let's just put it that way.
[00:48:44] Yeah. Well, I think that that's mutual, um, really amongst any man who's willing to just. Be vulnerable for a half second. And it's like, yeah, there's a better half. Um, you know, maybe you get to see me here on the podcast. You get to see my name on all the businesses, but, um, I just am a firm believer. This is why we spend a lot of time talking about not only just relationships, but specifically the marriage relationship, even inside of gathering the Kings, because for me, and I think for.
[00:49:06] Any entrepreneur listening, it is a large portion of why you are successful. Um, and so that's a whole nother podcast on itself. Maybe, uh, one I'll be starting soon with my wife. You just never
[00:49:16] Yeah. Awesome. Yeah. And I think so spot on. And, and, and just to take one, one last step at that, one of the things that we do see. That comes from running your business on E. O. S. Or any consistent operating system. Look, I'm not they're there is what it can do for the owner who has been consumed and absorbed and not been able to balance anything with the family.
[00:49:41] What we can give that owner back, you know, either spouse what they what they see. And you listen to these stories about folks that before I knew this, I never saw. Yeah. Now I can because I trust the people that are doing this work for me. It's not all about me all the time. Yeah, we don't go in there with that promise.
[00:50:00] But boy, it is an outcome often where that balance of life as you referred to comes back around because there is this now structure and ability to let others move the business forward without the. On the presence of the visionary of the owner of the founder,
[00:50:17] good. Super good. One last question here for you, Scott, I want you to reach back into time and I want you to find the younger Scott in your mind. I want you to reach down and. Tap on a shoulder, whisper in his ear. What do you tell him?
[00:50:30] Um, The chase is real for a person that is either making their way through a corporate ladder or the, the building of business and the next business, the chase is real. And it's okay to acknowledge that being driven and being an achiever and all that. There's nothing wrong with that. But understanding that when it causes the stress and causes other things around you to be at risk, or even internally, you have that self doubt or whatever the things that creep in there.
[00:50:58] Acknowledge it, understand it, and be able to redirect that a little bit so that it's more positive thing and you can appreciate the ride. Even if all the, I look back on all the things that I got a chance to participate, you're always like, okay, you know, was there something else there? Was it, was there something there because it was I present or was I thinking about the next thing, right?
[00:51:13] You know, and staying in that moment. So I guess it'd just be, hey, kid, as you go through life, just appreciate the moments that are in. Um, there's some good stuff and appreciate those as they're happening. And don't be worried about what's happening tomorrow. Today's pretty good.
[00:51:23] Yeah, that's good. I think if, um, if they listened to that last little 15 seconds, uh, on repeat, that that could possibly change their life. Uh, so appreciate that. Scott, how can the listener, uh, number one, if they are interested in what EOS is or what it can do or how they can even hire you, how can they find you?
[00:51:38] Or two, they're just an entrepreneur. They want to get to know you a little bit, connect with you and network. How can they find you that way?
[00:51:43] So you want to find me and just connect? You know, I'd love to connect on LinkedIn. I'm there. Scott, Scott Goodrich slash or I think hyphen E. O. S. But Scott Goodrich E. O. S. You'll find me. I'm in Arizona, but I'm pretty active there on LinkedIn. Great place to connect. Um, anyone that's interested hasn't read traction yet and would like to.
[00:51:59] I got a free copy for you. All you gotta do is find me. My email will be in the show notes, but it's scott. goodrich at E. O. S. Worldwide. And you just email me, I will shoot you out a copy of the book traction. If you own a business, you got to read it. Uh, you can take what you want from it, but you've got to read it.
[00:52:15] Um, and that'll, that's the start of any journey is getting there. And it may speak to you. It may not. And then if it speaks to you, okay, we can talk a little further about what it looks like for me to, to, to at least share with you some of the more details of what EOS can bring to the organization, but let's get your free, let's get your free copy of that book that I'll help you get started.
[00:52:32] Love it. Love it. Scott, you've been incredible. You have a great journey. Of course, a wonderful wife helping you along the way. Are you helping each other? Um, I just appreciate your time here, your articulate nature, uh, your detailed nature to be able to give us some process here. And I know that the listener, if they paid any sorts of attention, uh, hopefully they took some notes too, but they got something from you here today.
[00:52:52] Um, yeah, you, you're an intelligent human being and you're doing well and I appreciate your time. Thanks for being here, sir.
[00:52:57] thanks for having me. I really enjoyed it. Thanks, Jess. Great fun.
[00:53:00]

Host Chaz Wolfe welcomes Scott Goodrich, a seasoned entrepreneur and an expert EOS (Entrepreneurial Operating System) Implementer, on the latest episode of Gathering The Kings Podcast. Scott's entrepreneurial spirit ignited in his teens, starting with a lawn mowing service and managing paper routes. Scott dedicates himself to guiding other business owners and teams towards their dreams, focusing on building a solid foundation, clear vision, and achieving growth, balance, and financial freedom. Host Chaz Wolfe dives deep with Scott Goodrich into the intricacies of the Entrepreneurial Operating System and its transformative power for businesses. They discuss the importance of understanding the culture index, strategic execution, and the unique roles of visionaries and integrators in the business world. This episode is a treasure trove of practical advice and actionable insights for any entrepreneur looking to elevate their business operations and growth.

Scott Goodrich:
linkedIn : https://www.linkedin.com/in/scottgoodrich-eos/

Email : scott.goodrich@eosworldwide.com

Chaz's favorite morning drink to fuel him for his day

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