In this episode, Leo Falkenstein and I dug into Gino Wickman’s “Traction“.
You can listen to the episode here:
You can find Leo’s company Consume Media here or find him on LinkedIn here.
Full Transcript:
Most people are sitting on their own diamond mines. The surest ways to lose your diamond mine are to get bored, become over ambitious, or start thinking that the grass is greener on the other side. Find your core focus, stick to it, and devote your time and resource to excelling at it. So that was just a little bit from the book Traction, and today to discuss it with me is Leo Falkenstein. So Leo, welcome to the show. Yeah, thanks for coming. So as I say every time, you picked this book. This is something I know quite well. We run Traction at our office, but you’re the one that picked it, so.
Leo (00:20.447)
I appreciate it. Happy to be here.
Mickey Mellen (00:29.841)
Hey, why don’t you kick us off here? What led you to want to talk about this today?
Leo (00:32.514)
Yeah, so this is the most recent book that I have actually read. I read it a couple months ago. Actually, I read another one of their books, Rocket Fuel, right after I saw this traction. So this is the second most recent book I read. my team is currently going through a self-implementation process of EOS and having a lot of fun with it and learning new things, rolling it out slowly but surely.
Mickey Mellen (00:38.117)
Nice.
Mickey Mellen (00:43.565)
Okay. Yep.
All right
Leo (00:59.084)
figured where we are at with which us having just read the book and us going through the process, be a good book to discuss here today.
Mickey Mellen (01:06.509)
Awesome. And you mentioned EOS. So for those not familiar with it, that’s entrepreneurial operating system. So EOS and traction kind of go hand in hand. I use them interchangeably. I don’t think that’s quite accurate, but a lot of people do. So we’re going with that. But the book is traction, but the system is EOS that it helps you get growing with. so yeah. So why, why are you starting to implement this? What led you to decide to go that way?
Leo (01:25.388)
Yeah, it’s a fun story. It’s an interesting story. So it’s some fun and some not fun, but essentially there was a moment earlier in this year when I thought that my team should be able to do more with their time. You know, I just felt that my team should be able to do more with their time. And I’m like, okay, I need to figure out how, you know, put some metrics in place and put some systems in place so that everyone can, you know, basically be aligned to.
Mickey Mellen (01:28.081)
Alright, alright
Mickey Mellen (01:39.674)
Mm-hmm.
Leo (01:52.744)
You know what’s expected, right? So I worked with a mentor and he told me to start working on an expectations framework for each employee and that basically said how many hours you should be working a day, how many billable hours you be working a day, this, that, and the other. And I went through the process and I made one for every single employee. And as I was getting ready to roll it out, something didn’t feel right. I just, for a moment, just, had it ready to go. I was excited. I knew that everyone should be held accountable, but rolling it out didn’t feel right.
Mickey Mellen (02:10.384)
Nice.
Leo (02:22.112)
and I sat on it for a week or two and during that week or two I heard like seven people mention EOS or Tract and I’m like I should look into this maybe this is a sign that it’s something that I need and you read like the first or second chapter and it starts talking about vision right that’s something we didn’t have we did not have a vision a clear vision shared by all and then I thought this is this makes sense this is why I feel weird about it how can I have people held how can I get
Mickey Mellen (02:27.802)
You
Mickey Mellen (02:36.813)
Mm-hmm, yep.
Leo (02:50.636)
How can people want to be held accountable if there’s no vision and people don’t know where they’re going? And that was sort of the impetus to, let’s try this EOS process. Everything in this book makes sense. Let’s start with vision.
Mickey Mellen (03:04.281)
Nice. Love that. Yeah, that’s we came into it from kind of a similar direction where we just we had a company but we were kind of unstructured. We needed some structure to put around and this is the one that kept coming up. So this is the way we went. And lack of vision is also sort of our problem. Like me and my business partner are both fantastic integrators. So yeah, in EOS there’s the integrator and the visionary is kind of the two main roles that list for most companies and Ali and I are both great integrators but we need that vision component and wrapping this framework around has helped us quite a bit. It’s been good.
Leo (03:31.544)
I love it. Yeah.
Mickey Mellen (03:33.105)
So yeah, a lot of different pieces to break down here. I think maybe we can kind of dig into the seven main tools. I’m curious how far you’ve gotten in some of those. So like the first one is the accountability chart, which is a fascinating concept because everyone knows like the organizational chart to show the people you have. The accountability chart is a little bit different where it’s kind of showing what your company should look like. So in our case, we’re a team of nine and our accountability chart has like 23 seats on it with a lot of seats filled by the same name. Ali’s name is dotted all over it. I’m in two or three, Brooks in like eight. Like it’s crazy how that, have you dug into the accountability chart yet?
Leo (04:02.988)
We have and you know, we’ll get into it, but one of our rocks for this quarter is to have our accountability chart built out by the end of the quarter. So that when we go into annual planning next year with the leadership team, you know, we have that ready to go. So we have some sketches, me and some teammates have kind of gone back forth about it, but we are making progress with our accountability chart, I should say.
Mickey Mellen (04:06.991)
Yeah. Nice.
Mickey Mellen (04:24.099)
Nice, yeah, that’s been a fantastic tool just to help us figure out where we want to go and then we see one person in a bunch of seats. Is that okay or do we want to hire those roles eventually and kind of think through that stuff? I also like inside of the Accountable Charger is the GWC, the Get It Want It capacity to do it.
Leo (04:32.802)
Absolutely.
Mickey Mellen (04:38.417)
which is just good way to frame your people. they understand the role? Do they have the capacity? Very similar to how I did a show on the ideal team player. I’m not sure if you’ve read that one. They talk about people that are humble, hungry, and smart, which is basically the same three things, just kind of worded differently. And there’s a lot of things like that where there’s just different ways to look at the same thing. the next main tool is rocks. You mentioned rocks. So what is a rock when it comes to this?
Leo (04:46.104)
I’ll have it now.
Leo (04:54.05)
Yeah, I like.
Leo (04:58.69)
So a ROC is essentially a 90 day priority. What are you trying to accomplish and get done by the end of the quarter? Right? So basically right now I have some ROCs. Again, we’re very early in the implementation process, I should preface, right? So we’re doing self implementation and we are rolling it out slowly but surely starting with our leadership team, right? So basically, because we don’t have an official implementer and I’m kind of the implementer.
Mickey Mellen (05:25.741)
Right.
Leo (05:26.776)
along with every other role I have, I’m kind of trying to take a, you know, show my team what I mean approach, right? So I have some rocks and I’m basically saying, okay, this is what I’m trying to get done by the end of the quarter. And then, you know, basically, each week I give my team some homework. So my homework that we’re going to give a sign everyone next week is come to our L10 meeting, another thing we’ll discuss with some rocks that you would like to prioritize in Q1. So again, because we are rolling it out.
Mickey Mellen (05:34.043)
Yeah.
Mickey Mellen (05:43.344)
Nice.
Mickey Mellen (05:48.197)
Yep.
Mickey Mellen (05:52.613)
Gotcha.
Leo (05:55.52)
We are kinda just trickling in items here and there. But everyone has started to understand what they are. People are starting to write them down. And our goal is to have rocks in place in Q1 so they can really, really roll through it in that.
Mickey Mellen (05:59.217)
For sure.
Mickey Mellen (06:12.293)
Gotcha. And how big is your team and then how big is your leadership team that you’ve carved out of that?
Leo (06:16.214)
Yeah, it’s a funny question because our team is small and my leadership team is large. My team is about 13 full-time people and six of them are on the leadership team.
Mickey Mellen (06:21.763)
Okay.
Mickey Mellen (06:26.193)
Okay, about the same ratio as us. We’re a team of nine and four of us. yeah. So, when we first started, just said, it was only five or six of us, we just said, we’re all the leadership team, let’s just do it all together. And that didn’t really work well, so then we cut it all the way back to just me and Ali, and that didn’t work really well either. So now, yeah, we’re a team of nine, but four of us on the leadership team, and it’s worked pretty well there. So, the next one on the main tools list is the meeting pulse. So there’s…
Leo (06:29.144)
Yeah.
Leo (06:49.995)
yep.
Mickey Mellen (06:50.211)
various meetings, I think we can kind of hit those individually. So there’s the IDS, the L10, quarterlies, and annuals. So I guess we’ll start with IDS, because that’s been probably one of the most impactful for us. So I’m curious if you started doing any IDS yet with your team.
Leo (07:02.744)
Yeah, so IDS is part of our L10 meeting. So basically, our L10 meeting is every, we do it every Friday at 10 or 1030. I think it’s 1030. Let’s go 1030. We have a 90 minute session and that is our leadership team. And basically how the L10 works is you start with quick updates. You go through updates on your scorecard, your rocks, your to-dos. And ultimately you go through IDS, which is identify, discuss, solve. And the idea is that
Mickey Mellen (07:05.573)
Okay, yep.
Mickey Mellen (07:12.913)
All right, that works, yeah. Yep.
Leo (07:32.31)
You are bringing issues to the table every single week and you are solving issues every single week. This has been absolutely incredible for what for for the team. There are so many things that happen week in week out. And sometimes someone puts a slack message and no one really thinks about it because it’s just one message. Right. Or someone sometimes people just won’t say something because they don’t want to say something. But having a formal process.
Mickey Mellen (07:42.565)
Agreed.
Mickey Mellen (07:54.705)
Mm-hmm.
Leo (08:01.048)
or solving issues has been transformative for us. We’re able to solve either two big ones or five or six small ones each week. And it’s fantastic. It doesn’t let the things that are bugging people sit there and fester and not get solved. It’s a forced way to get everyone to discuss and solve an issue.
Mickey Mellen (08:08.998)
Yep.
Mickey Mellen (08:22.405)
Yep, and for us I think the bigger piece of that was the opposite. Things weren’t festering, they were coming up too quickly. We’d be pestering each other all day with questions, little issues and problems. We said no no, if it’s urgent, sir, pester us. But if it’s not urgent, put it on the list and we’ll discuss it next week in the meeting. And that was transformational for us. It’s just getting that stuff off to the side to keep us more focused. All the little stuff didn’t come up, but it still got addressed and solved. We didn’t want to ignore it, but it gave us a place for it. And then L10, we mentioned that L10 meeting, we host one every Tuesday we do as well.
Leo (08:31.256)
Interesting.
Leo (08:38.187)
Interesting.
Mickey Mellen (08:50.513)
is a level 10 meetings in the traction nomenclature meaning it should be you should rate each meeting on scale from 1 10 if you do it right it should be a 10 every time ours rarely is but we go for it so yeah there’s that the next main tool is the scorecard and yeah scorecard has been one we fought with for a long time because the examples in the book weren’t super helpful it seemed to be for much much bigger companies and didn’t really apply to us so it took us a while to get it nailed in but once we did it’s been quite fantastic so how far have you gotten on scorecard stuff
Leo (09:03.436)
Yep.
Leo (09:18.04)
Like I said, we give our team homework every week and two weeks ago the homework was bring some company metrics that we should be tracking that are relevant to you and your job. So like for example, I’m one of the leaders in the sales and business side. like my metrics are relatively easy, right? It’s how much revenue are we closing? What’s our EBITDA? You know, things like that. But then, you know, my team’s a video marketing agency.
Mickey Mellen (09:32.677)
Gotcha.
Mickey Mellen (09:38.938)
Yep.
Leo (09:47.18)
the creative team members had to get a little bit more creative, I should say. And what we found is that a lot of the numbers that we’re looking for is zero. Zero unhappy clients. Zero missed deadlines. Zero this, zero that. And then if it is one or two, we look at each other and say, hey, is this an issue? And then from there, we can decide if we want to IDS that issue.
Mickey Mellen (09:52.218)
Right.
Mickey Mellen (09:56.945)
You
Mickey Mellen (10:00.909)
interesting, nice. Okay.
Leo (10:15.02)
Where we are at is we have identified our scorecard. We’re not really keeping track right now because it’s December 2nd and everyone’s gonna go on holiday in three weeks. So we’ve identified our issues and we’re planning to actually start tracking them come January 1st.
Mickey Mellen (10:22.575)
Right. Yep.
Mickey Mellen (10:30.459)
Gotcha, cool, that makes sense. Yeah, we’ve taken a while. The problem we had was initially our scorecard was full of lagging indicators, which is not a bad thing, but like how much money is in the bank? Like that’s important to know, but that’s a consequence of what we did six months ago. So we’re gonna look at more things like what can we measure today that will tell us what will be in the bank six months from now? So we look at things like how many leads we have and what percentage we’ve closed and how much revenues come in. Just yeah, trying to figure out all those different pieces is, we change it still. We’ve been doing this for probably better part of a decade.
Leo (10:46.668)
Mm-hmm.
Mickey Mellen (10:56.593)
And our scorecard still changes every few months. We add a line or take one away and yeah, it’s been fun just to continue to tweak that. The next one is the VTO, the Vision Traction Organizer. So what do have for that?
Leo (11:01.004)
Nice.
That’s awesome.
Leo (11:09.612)
So that’s actually, I told you why we started doing EOS. So that’s exactly where we started. And it’s funny because we started doing the self implementation process and then randomly ran into an official EOS implementer. And he said, you’re starting here? That’s actually not the right order to do it in. And he did the free 90 minute session with us. It was fantastic. We got everyone kind of understanding what we’re trying to do here. And what’s funny is that
Mickey Mellen (11:25.735)
nice.
cool
Leo (11:38.988)
VTO is the first part of the book. So I got halfway through the book and I’m like, yes, let’s go. And then you get to chapter 10 and it’s like, but this is the order that you actually do it and you don’t start with this. And I’m like, couldn’t you put that chapter first? So I thought that was really funny. But yeah, long story short, we have started. have we’re on like the eighth revision of our core values. Like it’s like nothing changes substantially, but things change a little bit. And we want to make sure our team is fully aligned before we roll it out.
Mickey Mellen (11:40.977)
Mm-hmm.
Mickey Mellen (11:47.685)
Right.
Right, yeah.
Yep.
Mickey Mellen (12:01.618)
yeah. Yep.
Leo (12:09.132)
We got our core focus. We have hit our 10-year target, or not hit, we have set our 10-year target and our BHAG and kind of put some notes into the three-year targets. And then we’re really gonna use our annual planning session as like an opportunity to really dive down from the three-year target to the one-year target to the rock.
Mickey Mellen (12:14.789)
Yep.
Mickey Mellen (12:33.361)
Yeah, it’s an interesting way to look at things where you set your core values and your core focus, then they want you to set a 10-year target, which is interesting, but combining that with the accountability chart makes you think, where could we be in 10 years? And you’re not meant to really follow that one that closely, but then you distill that down to three years, which you probably should be following a little closer, and then distill that down to what is one year, which hopefully you’re following quite closely, because that’s where your rocks are going to come in to really affect that one-year plan right away. So it’s interesting, yeah.
Leo (12:57.41)
Totally.
Mickey Mellen (12:58.833)
Next they have the three-step process documenter, so getting your processes in place. And this is one we were pretty solid about. We discovered processes before traction, but this still helped us tighten things up more. So how do your processes look and how are they changing with this?
Leo (13:10.784)
We’re similar to you. Before we write Traction, we were pretty good on Process. We had a lot of things documented. would say what Traction says is, don’t document every single detail. Document the main points. That’s something we have a problem with, is that we do document every single detail, which isn’t a bad thing, right? So because our processes are in a pretty good spot, we have not spent a lot of time on Process since we started doing our self-implementation. So I guess, long story short is…
Mickey Mellen (13:26.523)
Right.
Mickey Mellen (13:36.41)
Nice.
Leo (13:39.404)
We have it, but we haven’t really followed the EOS model and made any adaptations since we started doing the self-implementation.
Mickey Mellen (13:46.829)
Yeah, same with us. I think we should probably stop for a sec too and talk about self implementation just for people unfamiliar with that too. I see it as there’s three ways to implement EOS. You can get an official certified EOS implementer that’ll come walk you through it that is the best way to go but it’s also wildly expensive for the proper ones. You can get kind of where we are now where you have a business coach that knows EOS and can kind of help you implement and that’s…
worked very well for us and then that you can implement yourself like you are you have the book and you can get their materials you can do it and that’s how we did it for the first five years or so and so there’s different ways to do it and we did very well self implementing but getting a coach to help us do it properly is just open our eyes a bit more it’s been nice but yeah certainly don’t if you’re interested in this you go online to look for someone to help you implement it you get scared by the price tags don’t necessarily be scared about it you can do it yourself and it’ll work out but it’s a bold move to do I like I like you’re going that way
Leo (14:24.887)
love it.
Leo (14:33.036)
Yeah.
Leo (14:36.426)
It is, it’s hard, it’s, you know, it’s funny because when I read the book and when we started doing the self implementation, I’m like, the worst thing that could possibly happen is that we identify our core values. Like if everything fails, at least we’ve gone through and we’ve identified our core values. Right. And that was really my process. Obviously I never want to fail in anything, but that was like my thought process hearing about how hard it is. like, we’ll get something out of this. And now that we’re, you know, I guess about
Mickey Mellen (14:50.157)
Right. Yep, there you go. Yep.
Mickey Mellen (15:00.303)
Yep. Yep.
Leo (15:04.888)
two and a half maybe months into our self implementation process, I’m really seeing how it’s all could potentially work together.
Mickey Mellen (15:11.813)
Yep, and I encourage you to stick with that, because the one mistake we made self-implementing is we went through all of it and said, you know what, we don’t need that piece or that piece, let’s keep this piece and this piece, and that worked fine, but once we got a coach who would show us how they all tie together, like, I guess we should have kept all the pieces, because yeah, it makes a big difference, they play off each other so much. The last of the seven pieces, I kind of got us off track there, but getting back on is everyone has a number. So have you gotten into that piece yet?
Leo (15:35.938)
Well, that’s related to the scorecard, right? Yeah. So where we are at is that we’ve identified our company metrics so that, you know, basically our leadership team of six, you know, we have the 10 between the 10 metrics of this company card. We are there where, you know, everyone’s responsible for one or two. And then ultimately what that does is it trickles down beyond just the company to individual metrics. Right. And we have not really rolled
Mickey Mellen (15:38.287)
Yep, it is.
Mickey Mellen (15:44.592)
Mm-hmm.
Mickey Mellen (15:56.431)
Yeah.
Leo (16:05.354)
EOS out through the entire organization besides our leadership team as of this point. You everyone knows what we are doing. We’ve had some conversations about it. We’re not like hiding it, but we want to make sure that we have a good idea of how it runs at a leadership team so that ultimately it can trickle down through the organization. So rarely I’ll have told people is like, hey, you know, we’re building this out and everyone will have a number and we’re working on it.
Mickey Mellen (16:09.508)
Yeah.
Mickey Mellen (16:23.696)
Yeah.
Mickey Mellen (16:28.657)
Yeah, I like that. It was a book, I don’t know if you’ve given to your team, called What the Heck is EOS? We had our team read that. It’s a super short book, but just to kind give them some of the nomenclature and understand a little bit of why you’re doing it without getting into all the weeds of traction, which the weeds are great for you and I and for other leaders, but the team doesn’t need to read that whole thing. But What the Heck is EOS was a great little book to give our team just to help us understand what we were doing, you know.
Leo (16:35.478)
I, yes.
Leo (16:51.884)
I think I had that on my list of, and thanks for the reminder.
Mickey Mellen (16:56.879)
Yeah, you’re welcome. Yeah, there’s a lot of books related to this too. It’s hard to keep up, but Attraction’s kind of the main one to do. giving everyone a number is interesting to me too, because again, we own different pieces of the scorecard, that’s easy, but trying to give numbers to our team, I find tricky, because we don’t track times. That’d be a main one you could do. So someone like our social media person, she does fantastic, and the only number I can give is like, how many times has a customer complained? Because like, the number of posts she’s put out is not up to her. That’s up to our strategy and what’s going on there. Like, she doesn’t control that.
Did she do her job or not? It’s kind of the number. I have a hard time with that. Or a developer, same thing. She develops the sites that we give her to develop. I can’t say, you should have done more sites last year. That’s not on her. So I struggle with metrics and that kind of stuff. But we’re working on that. And I’m not too concerned about that for now. But I’m curious as you try to roll out numbers to your individual team members, yeah, what you’re able to find for some of those roles like that.
Leo (17:44.972)
Yeah, it’s funny because like when I think about rolling that out, there’s like two different schools of thought, right? Either A, you you want to do something that essentially, you know, obviously every employee has strengths and weaknesses, right? Every team that has strengths and weaknesses. So, you know, you could give someone a scorecard that’s kind of, you know, related to what they might view as a weakness or an opportunity to try to improve that, right? Or you could take a totally different approach and just say, hey, this is your job. This is what you need to
Mickey Mellen (17:58.139)
Yeah.
Leo (18:14.444)
Do, so again, is that like more of a improvement thing or is it more of like a company status? I think you see what I’m saying.
Mickey Mellen (18:23.375)
Yeah, well then I’ve heard that, yeah, as soon as you measure something it fails to become a good measure because people know how to game it a little bit. Not that our team hopefully would do that, but yeah, if people are told, a call center’s told, the longer you can be on calls, that’s where you score down, cool, they’ll just screw around and be on calls all day because that’s the metric you want. Or if you say more calls are what you want, then they’ll just be rude and make people hang up so they can get through more calls. It’s not really measuring the right things. You gotta be careful of that. But yeah, in our case, I don’t think a lot of our team can really directly affect those measures anyhow.
Leo (18:30.163)
Yeah.
Mickey Mellen (18:52.731)
doesn’t matter. We’ll hit a couple more pieces here. One thing I really like is when they talk about having the right person in the right seat. And that’s just, again, kind goes back to, you know, humble, hungry, and smart, and like, what does your team look like? But that one really hit home for us, because early on we had…
You can have the right person in the right seat. You know, it’s the right person that knows your company stuff and they’re doing the right role, the right person in the wrong seat, the wrong person in the right seat, all those different things. And we had a great case of the right person in the wrong seat where we had a project manager back then that was a great guy. He worked super hard. He just wasn’t a good project manager. He would have been good at other roles and that just didn’t fit in. This helped us understand, you know, using the tools in here to really understand what his strengths and weaknesses were. And ultimately we found him another job at another company that was a great fit for him. It was a very weird situation, but it worked out great for everyone. But yeah, knowing like
Leo (19:32.024)
Yeah.
Mickey Mellen (19:35.589)
He’s a great dude, he’s working hard, he’s trying his best, he’s a smart guy, and understanding it’s just the wrong seat. The accountability chart helps show that too. So there’s little things like that that we’ve gotten out of this that have made a big difference, you know.
Leo (19:45.816)
Yeah, and we, you what I have loved is since we rolled out is, you know, as people start picking up on the vocabulary and I’m hearing my teammates say things like, is this the right seat? Is this the right person? Is this the right person in the right seat? And all of that combined. We’ve had a few instances recently where conversations are coming up, you know, is this the right person? Is this the right seat? And it’s just great to have everyone speak in the same language.
Mickey Mellen (19:53.434)
Mm-hmm, yeah.
Mickey Mellen (19:58.769)
Yep.
Mickey Mellen (20:11.887)
Yeah, and that is the tricky part with this because I mean if you’re listening you’re not familiar with traction you’ve heard us talk about L10 meetings and rocks and IDS and there’s you so many different things going on that it can be hard to get your head around and for a little while we kind of tried to just round it off say we’re not gonna call them rocks we’re gonna call them goals we’re not gonna call it L10 but eventually we said if we’re gonna do this right let’s just use the words they use that way when we’re reading books and learning more about it we’ll follow along instead and have them try to retranslate again so that’s why again the
Leo (20:35.444)
It’s so funny because we had our little company offsite a few weeks ago and that was kind when we really kind of went around the table, told everyone what our 10-year target is and you know, starting to throw around EOS terms and again, half the team totally knows what I’m talking about and the other half of the team, I’m starting to speak a foreign language and I have to like correct, know, further explain everything every three sentences. So it’s funny.
Mickey Mellen (20:46.033)
Nice.
Mickey Mellen (20:53.903)
Right.
Mickey Mellen (21:01.583)
Yep. Now have you read Get a Grip as well?
Leo (21:04.384)
No, I’ve not read, have been recommended to read that one.
Mickey Mellen (21:06.929)
Yeah, yeah, I read them in the wrong order. I read Traction first and then read Get a Grip and I encouraged most folks to read Get a Grip first. So Traction is kind of like a workbook almost. It’s very technical, like here’s how it goes and here’s how the meanings work and just more tactical I guess is kind of the right word. Get a Grip is a fable. It’s just a story of a company that was struggling and then they implemented EOS and their life was beautiful afterward. But it was helpful, I think it would have been helpful to read that first and say, okay, here’s kind of how it all works and then read Traction and say, okay, now here’s how to make it work for me. Again, I read in the wrong order too and it’s okay. It’s not a problem but.
Again, there’s Rocket Fuel, there’s Get a Grip, there’s Traction, there’s What the Heck is EOS, there’s so many different books with this that yeah, it’s kind of hard to keep up. But if you’re not familiar with it, yeah, maybe start with Get a Grip, but Traction is the one that you really need to read to understand what’s going on.
Leo (21:46.648)
Yeah. I told you we randomly ran into an EOS implementer who gave us the free 90 minute, free 90 minute meeting, think is what it’s called. Like the most generic name ever. And he told me I should be reading that book. And of course, I got a lot to do. I haven’t gotten around to that yet.
Mickey Mellen (21:53.604)
Yeah, that’s awesome.
Mickey Mellen (22:05.433)
Yeah, you have a company run to yeah, you’re trying to implement this I mean just running us once you’re up and running humming is still a lot of work not to mention trying to implement and get it going and train your team and set your goals and then also yeah produce videos and like actually take your clients and and now of course it’s near Christmas time here and with people breaks and holidays and it’s just yeah, it’s a fun time Yeah, you’re in good shape here think where you’re kind of getting it rolling now and can holidays can hit and then January you can like alright Let’s go like that timing seems pretty solid for that. So That’s awesome. Well
Leo (22:32.93)
So far, so good.
Mickey Mellen (22:35.153)
I appreciate your time here. is a fantastic book. I love always digging back into it because, yeah, again, we’ve been doing this for a while, but we always are tweaking to improve our system, make it better and stuff. So, yeah, appreciate you bringing it here, and I hope it goes well for you. If people want to find you, find your company, find more about you. Where can they find you? Online.
Leo (22:46.817)
Yeah, thank you.
Leo (22:51.404)
Yeah, so we are Consume Media. We’re a video marketing agency. You can find us at consume-media.com. I am often posting all over LinkedIn. My name’s Leo Falkenstein. And those are probably two good ways you can meet me and meet our company.
Mickey Mellen (23:07.629)
Awesome, yeah, I’ll put those links in the show notes so y’all can check them out. So Leo, thanks so much. I appreciate that was a great conversation Thank you. See ya
Leo (23:11.862)
Yeah, it great to chat with you today. Thanks so much.
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