Top tips from Scott Goodrich
1. The book is called the Gap in the gain
I’ll start the first one was one that really hit me just a spin last month or so great book. For anyone that’s out there, you go through the ups and downs of owning a business. The book is called the Gap in the game. It’s by Dr. Benjamin Hardy, with Dan Sullivan, whose business co chairs Well, Delta, tremendous business strategic coach. But that book, just just a phenomenal book, and just speaks to the life of a small business owner, or even an like an individual coach, or whatever the role is, but just understanding that there are so many more wins than losses and spend the time in the game in less time in the gap.
2. I would say is just know your numbers know the business, we didn’t really spend too much time talking about it, but have a scorecard that reflects what it is that you’re trying to drive your business, don’t just wing it.
So the second thing that I would say is just know your numbers know the business, we didn’t really spend too much time talking about it, but have a scorecard that reflects what it is that you’re trying to drive your business, don’t just wing it. Understand the details. It’s oftentimes particularly getting started. It’s like, well, I just I know, this is the right thing to do. And I, you know, my guts telling me this, my instinct. And the instinct serves entrepreneurs so well, for so long. But when it comes time to actually evaluating the business and making sure you’re spending your time in the right things, understand the data. Really, really important.
3. Making sure you understand for you the type of company that you have the things that you value the most not even the product or service you’re delivering.
The third thing is making sure you understand for you the type of company that you have the things that you value the most not even the product or service you’re delivering. But we talked about core values earlier. And mistake also that I see me quite a bit is that you evaluate potential employee coming into the organization and the CV looks good, the background is there, the experience is right, you really do need to fill the spot because you are stressed. And this is a role that you want to add. But you don’t have a way to test to make sure this person is going to fit. And we talked about that people analyzer but making sure that the core values are clear that use them to attract the right folks to your team.
SUMMARY KEYWORDS
eos, business, work, integrator, visionary, clients, great, implementers, analyzer, franchisees, team, life, started, franchise, tool, company, fit, scott, spend, helping
Scott Goodrich 00:00
What’s been your experience and not even knowing who was Caliente not knowing if they were doing great or not. And first and foremost, everyone responded to my inquiry. I was like 12, or 12, and actually having conversations. So that tells me really one thing about the type of people that chose this. And the second thing is just, every time I talked to someone, there were nothing but raving fans of us the life who provides and what they get to do to help out small business owners. And so it was just that combination of Wait a second, I can coach, I can run my own show, I can take what I’ve already learned, and everyone really seems to, to love what they’re doing.
Debra Chantry-Taylor 00:38
So Hello, and Welcome to another episode of Better Business Better Life. Today, I am joined by the delightful Scott Goodrich, who is based over in Arizona has just shared with me that it’s like 34 degrees centigrade over there. So I’m very jealous, a little bit wet and miserable here in New Zealand. Hey, Scott, great to have you on the show. Scott is it just to give you a bit of intro, he’s a professional EOS implementer. But he’s also a business owner, he and his wife actually own a small business as well. So welcome to the show, Scott.
Scott Goodrich 01:04
Thanks for having me.
Debra Chantry-Taylor 01:05
Absolute pleasure. Yeah, I was we were having a chat, as we always do before the podcast is to kind of get a sense of where you’ve come from. So would you mind sharing your story, like, you started in really large scale corporate stuff, and now all of a sudden, you’re a business owner or an EOS implementer. So tell us a little bit about that journey.
Scott Goodrich 01:20
Yeah, it’s it’s quite a shift in it and had some great opportunities early on in my career. So it started off in sales and working for a wireless provider back in the day when phones were not very small, and that, that have the same sort of functionality as here. But that’s where I got my feet wet and sales and worked into a leadership role there and then joined a Capital One large financial services firm, and was leading several different call centers there. So providing support service sales to our various clients doing some client retention work as well. And then shifted in the other part of the financial services world, which is dealing with distressed consumers and those that are carrying debt and in one sense, collecting them and then with another company actually helping them get out of debt. So I’ve kind of been on all sides of the Financial Services spectrum and but always on the operational side, just just leading these, these large teams, and either working within current call centers, or actually launching call centers in various parts of the world. So spend some time in India working with call centers, Manila, and then build out a call center in Costa Rica. So I’ve had some great experiences with those companies just watching them grow and, and serve more and more customers each and every year.
Debra Chantry-Taylor 02:31
Right. So I mean, that’s, that’s a big, big jump from doing that to sort of, you know, Jose, having your own business and doing ELS, which is aimed more at those mid-sized companies. And it’s a very simplified operating system that helps those midsize companies. So tell me why ? Why EOS?
Scott Goodrich 02:50
You know, there’s, although I’ve had those experience with those larger companies, that entrepreneurial flame, if you will, is always been around and when I when I was a kid, I was always talking about what’s the next kind of business idea and opportunity in pursuit a couple of those just to kind of pay my way through the money that I needed in school. So I always have a little money in my pockets, I started there did get away from it. But back in 2016, as you mentioned, I didn’t buy into a franchise and start my own small business. So kind of relate that flame, if you will, in doing that. That business is a haircut and color franchise here in just outside Phoenix, Arizona, you can tell for those in the video, lots of bald guy with a hair cut shop ended up itself, it’s got its own interesting challenges. But you know, that’s that’s been just an another set of learning experience and really sort of whet my appetite to say, Okay, now what’s it like to be on your own instead of having that support of those larger organizations? I think the thing that really struck me with EOS and the theme that I’ve been able to carry forward from those times when there’s large company or even now with my own business is is the theme of coaching and teaching. I’d say that’s the common tie that binds and it really has thought about it. It’s funny how these things tend to find you. But that’s really, that’s my purpose, right coaching, teaching, helping those, that’s what really has, has hit home and where I’ve always seem to find my way to that whether it is leading a large team and a large organization are now helping folks out as they consider EOS and implementing that within their their business. You know, I spend a lot of time coaching basketball along the way coaching youth sports teams, coaching thing is around me and it’s been a part of it so that that fits nicely. And that the operational side is also a nice fit within the US framework.
Debra Chantry-Taylor 04:35
And you said to me that you know, you actually kind of almost sought out EOS if you like you went through networking and stuff you went to try and find it. So what what was it that attracted you to EOS?
Scott Goodrich 04:47
Yeah, it was interesting. There’s a couple of things that really helped me make a pretty easy decision when it came right down to it. One was, we did some networking and sort of shared my story what I’d done what I thought I might do next. And the person I was speaking with had a ton of familiarity with us and said, you know, you really need to go read this book. And then I’m a willing learner. And so went ahead and read that I’m like, Well, wait a second. You know, I’ve been doing a lot of those things, just not calling it that. And yes, maybe doing at a different scale, but totally got the concepts right away. And then I read the next book. And I like, which was Rakesh and like, oh, okay, now I’m starting to see this, I get that integrator side, way more than that, maybe the visionary suddenly, because that’s what I had been doing on the operation side. But this was all coming together my mind. But definitely the thing that really turned the tide for me. And it’s just I think, speaks to the community that EOS has in that now part of I reached out to probably a dozen or so EOS implementers really doing cold calls, for lack of better term, but just saying, yo, tell me about this, what’s been your experience, and not even knowing who’s Caliente not knowing if they weren’t doing great or not. And first and foremost, everyone responded to my inquiry, I was like 12, or 12, and actually having conversations. So that told me really one thing about the type of people that chose this. And the second thing is just, every time I talked to someone, they had nothing but raving fans of us the life it provides, and what they get to do to help out small business owners. And so it was just that combination of Wait a second, I can coach, I can run my own show, I can take what I’ve already learned, and everyone that really seems to, to love what they’re doing that felt like a pretty good fit for me.
Debra Chantry-Taylor 06:28
It is really interesting is that I was completely drawn by the people and the values and I think even you can people can share their values even gonna go yep, I absolutely love that. But seeing them in action, because if you think about it, that I’ll do what you say. That’s what those guys were doing when you when they don’t We don’t not return calls we don’t read do not don’t not reach out to kind of help people that help help help first attitude as well. So yeah, I’ve seen that myself in the community, we actually do walk the talk.
Scott Goodrich 06:55
There’s no doubt it’s through because, you know, when we and when we talk about Corvatsch with clients, I had to actually deal with the client about this yesterday when we when we talk about core values, and I was helping them through the core values exercise. And I said, Well, is this really true of you as you go through it, because I can tell you that if it’s not, you’re not going to fit. And I actually used our US values as that. And I said one of you we have grown our diet, we are always learning. And if you’re not interested in reading the next book, watching the next video, going to the next seminar attending the next week, whatever that is that EOS is providing for us, if you’re not an interest in doing that, you’re going to feel like a square peg in a round hole, it’s not going to work. That’s why it’s core for EOS. And being able to paint that picture for our clients, they get the head nod and they start to realize, oh, that’s what you mean, when you’re talking about karma yet it really has to be something is that you live it and then if you don’t have it, you’ll know it and that you won’t fit it will not be part of who you are each and every day.
Debra Chantry-Taylor 07:50
Yeah. Okay. So I mean, you and I know a lot about EOS may not Yeah. So really, I mean, it’s designed as a simple pragmatic set of tools you can actually use in the business. And it really is based around a framework around the sort of six key components of the business, do you have a favorite tool in the EOS suite that you love to you know, more than anything else?
Scott Goodrich 08:09
I was gonna say it’s the people analyzer in for me that one is time and again, you know, having the career that I had, which was really, although we were answering customer calls, but at the end of the day, I was really working with large scale operations, and it’s a people business, right, you needed to have those the right people doing the right work, we needed to provide them the structure and the systems to do them. At the end of the day, most of my time was spent on trying to find ways to help people get better, whether they were coaching others or doing the work and in talking to the customers that we have, but the people analyzer and so on. So in that there were I used a bunch of different assessment tools, right, anyone that spent any time with different companies, different system tools that you took with the simplicity of Eos, and what that people learn or two of those, and for those that are unfamiliar, and it’s a very simple tool that really determines, is this person aligned with your core values? Are they the right person for who you are as a company, you know, very quickly with a simple exercise, yes or no? And then secondly, do they actually understand what they need to do every day? Do they GWP that do they get it too, they want to fit the capacity and do the work, address them to do one page online perfect, like that simplicity, but speaks to exactly what you need to know about the people that you have working for you. And in these small companies, if they if they’re not a good fit, or if they’re doing the wrong type of work, or they’re not capable of doing the work, that’s gonna hurt you because you have limited resources, but financially as well as the number of people that you can afford to keep in the company. So that people analyzer to me, it’s just just speaks to the simplicity, but also the effectiveness of what you guys can bring to a small business.
Debra Chantry-Taylor 09:43
I agree. And I think, you know, using our day to day basis apps are fun, but also with the reviews and things. I mean, when I used to work in corporate, you know, we’d have these things called PDRs performance development review process, and I think, you know, I remember one that was about 14 pages long and took it a half a day to fill it in and then you were really careful about how you filled it in because you wanted to make the best impression it was, it was a really a lot of bullshit in some respects because it was just a tick box exercise. Whereas the people analyzer actually takes all of that into this very, very simple. And in the annual review, and in the quarterly conversations, it’s just such a nice, easy tool like nothing we do any UX is ever bigger than a page. I love that.
Scott Goodrich 10:20
Either the same, but ice is just a blockout time between the Christmas holiday and the New Year holiday, which was always the one where we used we’re going to be do right back in January, people sort of get back from the break, I was like, Oh, I have five days of reviews, right? Because I’ve got to take four or five pages long. I gotta write out this description of what will happen if I was just like, What am I doing this? And really, at the end of the day, people just cared about, you know, what is this ranking? And what is my pagan? It was an exercise in futility. I’m like, are we getting anything out of this work here, and there’s such value, and it really facilitates a great conversation, great open and honest dialogue with the folks on your on your team, right? And that’s what we talked about helps us build really healthy teams and really, really gets a high functioning team, when he can put it right out and say this is this is what’s going on here. This is who we are, this is what you’re doing. Does that make sense?
Debra Chantry-Taylor 11:08
And once we understand that, you know, all six components are equally importantly, to be worked on, you know, the people part is probably the biggest part where people have the biggest challenges, I think, you know, we it’s very easy to say yeah, we’ve got some kind of idea or vision, we’ve got some kind of idea what we’re measuring, but it the people can make or break it. So that’s why it is just so key to get those right people, most importantly doing the right the right work. Okay, I forgot to ask him the beginning. I usually ask you what are you most proud of so far in your life? Because you know, you’ve been around the planet a few times. What do you want us we’re proud of professionally and personally.
Scott Goodrich 11:38
Yeah, let me start on the personal side. You know, I’ve got two great adult children. My daughter, Courtney just got married in November to a wonderful young man. His name is Casey Stahl. So they are married and live about 15-20 minutes from my wife and I here in Arizona. So just excited to see them start their lives that we have a brand new puppy. As a trial run, we’ll see if there’s grandbabies down the line. Right now. They have a new puppy.
Debra Chantry-Taylor 12:05
What the what the kind of puppy it is. What’s the grant they ?
Scott Goodrich 12:07
Have a burner doodle a gris is a Bernese. Mountain Dog and poodle combined Empress Brenda DeVos is quite the dog. He’s so yeah. And so that’s their trial. They’re doing well with that. So we’ll see where that goes. But yeah, I’m just happy to see them starting in life. They’re both doing very well, in their careers. She’s a CPA, he’s a business analyst. Yeah, they’re just getting started, it’s great to see that my son graduated high school a couple years back, he was a college baseball player. So we got to play some college baseball down to Texas. And he just got engaged. And I’m actually heading out there shortly to meet with them and start to talk about what their wedding is going to look like about a year from now and what they’re thinking they’re out in California, just moved out there. So two grown kids do it well, and I’ve been married to my wife for 30 years, we celebrated our 30th anniversary just at the end of last year. And so we’ve had just really blessed I think with the life you’ve had, and the kids that we have we really good, good strong family unit. So just proud of that. And the strength that we have within our within our core force, you will our family now growing to five and six, as we as we add spouses into the mix, perfect. And professional.
Debra Chantry-Taylor 13:13
Professional? Professional,
Scott Goodrich 13:15
There’s a couple I would point to two things. One, just from, you know, we talked about the the working with these larger companies, it was just we took and built out something like that come to life. So that’s on the one side. The second was when we did open up our haircut shop and I got a chance to walk through it the first time and start to see it come to life and look around said oh, this is kind of ours like this is our place. And we’re going to build this thing out. And it’s a small business. So it has its ups and downs. But there was a real sense of pride in having that come to life and saying this is going to be our place. We’re going to we’re going to make a go of it here. Yeah.
Debra Chantry-Taylor 14:13
It’s really interesting, actually, isn’t it? Because I think a lot of people think well, if you’re part of a franchise, then you know, EOS is isn’t for you. And yet we’ve got a couple of EOS implementers who have bought franchise businesses and use the EOS principles and grown them to be, you know, really amazing businesses that look after them professionally and personally. So the EOS principles, they’re not restricted to just a certain type of business. They are kind of very common principles. I think that can be used across a whether it’s a franchise, whether it’s your own business, you know, whatever it looks like, how are you how are you using it in your business now?
Scott Goodrich 14:46
Yeah, I couldn’t agree more. I and I’ll answer your question first. And I’ll go back to your topics. It’s a it’s a great one. I actually had a conversation about this earlier today. So we actually have gone through the I think the big things for my wife and as we’ve looked at it is one the weekly meeting our L 10. Meeting and getting some real discipline and accountability associated with having that meeting in place, and really tackling what are the big items that are in front of us each and every week and inviting some of our managers from our shop into that and giving them some exposure to these are the types of decisions, how do we address it, it’s done two things. One, it’s it’s consistent the agenda is they’re going to think about it. So that’s great. But then, to within that group, just realizing that we don’t need to talk about these issues each and every day. It’s not storytime, let’s get in there and actually use this time and only this time, dedicated to solving the biggest issues that we’re facing. And that’s just freed up a little bit of my wife’s time, right, they’re all still small business, you’re still going to have these emergency items, if you will, you can’t get away from them. But being able to concentrate the conversations around items that can wait into that L10. Meeting has actually freed up some headspace for to work on some other things, which has been great. So I think that L10. Meeting really counts. And the second thing is just having a plan, we were just going through what’s this thing look like five years, three years, whenever you’re going through and laying out our plan, using our vision, traction organizer document has been really valuable as well, like just getting our arms around this and having a solid plan, knowing where we’re going. Those two things combined have been great for us.
Debra Chantry-Taylor 16:21
Yeah, I think a lot of family businesses, and particularly husband and wife kind of businesses as well. And I think that often, especially if your husband and wife or even as a family, because your meeting kind of regularly you think you’ve got yourself across and all the circles are connected. But in actual fact, you don’t make the real focus time to talk about the important things. And that L10. Meeting just as that it gives you that far more time to do it. And I I think that’s probably my favorite tool, if I’m honest, even though it’s it’s a it is one tool that has a whole bunch of other tools in it like the rocks and the scorecard. But it just, it just changes I think you need to start running that annual budget and do nothing else, it will actually still fundamentally change the way you run the business.
Scott Goodrich 16:59
Could agree more. Yeah. And it’s like, it’s hard to pick favorite, as you said earlier, right there because there’s so many things provide value in so many different ways. And it’s it’s funny, because I know, I’ll let you know that people aren’t always are gonna be our favorite tool. We’re we’re gonna be working on that within our team here the next week, so we’ll come back. Another one we’re using most frequently right now is on the franchise side, just to not let go at that point. I had a conversation with a franchise owner today, who is really just getting started just a couple months into his journey, the franchisor. So the headquarters if you will, they’re running on EOS. And so the principles associated with that they trickle down to their franchisees, but for some franchisees who really grasp all of the tools and take the time, whether they work with an implementer, or just take the time, take the learnings from the franchisor read the book and put in some of these tools that we’re talking about, they have a much better chance of succeeding. So many franchisees it’s really a struggle because their promises are made. And if this is going to be great, you talk to folks that have had success in whatever the franchise area is, and it’s all sounds great, you got all this energy and excitement, and you’re ready to go. I’m a business owner, I’m gonna do this thing. And then the reality sets in, it’s difficult. And there’s challenges. And, you know, we were just he and I were just talking like, how would we able to what would be the right process to make this work for all the franchisees that he’s talking to? Because he thinks some are dabbling, and some are actually using it. So it was a timely question you had, because it’s going to be interesting how he and I take this forward. And I’ve got a couple franchisees that I’m talking to you say, what is it that you’re trying to get out of this thing? And how can this help? You?
Debra Chantry-Taylor 18:35
Know, fantastic? Yeah, I’ve definitely, it’s been interesting. So in the three and a half years that I’ve been doing EOS, I’ve done I’ve gone through the process of Oberon about 30 companies and, and all different walks of life in order for my my real specialty is family business and professional services. But what I find really fascinating is that, you know, it is a framework that actually works in any kind of business like it. And people always say, Oh, it’s a cookie cutter approach. And so it’s not going to work for me. But it’s not a cookie cutter approach because it is just a framework. It’s not we know we don’t have the answers, we don’t tell you what to do, we just help draw out of you things to put into this framework that helps keep you as I say, it doesn’t take away the entrepreneurial spirit. Because that’s really important. We don’t want to lose that. But it gives you a little bit of stopping you from really zigzagging to other bright shiny objects and having some real clarity about where you’re going.
Scott Goodrich 19:23
To me it actually enhances the entrepreneur spirit, because the founders that we talked to, and that you deal with that I deal with. These are the folks with the big ideas, they are the visionaries, they’re the ones that are looking for the next great thing to take on. And by providing the structure and the discipline to execute on the idea, it actually should free up that space for that creativity. So in a way, this is the multiplier, if you will of the business and not something that’s going to put you into a cookie cutter that just the tools are similar that that predictability builds consistent consistency and actually will help you scale. You should that’s exactly what you want, right? You want to grow this business and so That’s what we’re trying to provide for you here. We’re not that by no means is this gonna slow you down or take it away, it’s, it’s actually gonna give you that multiplication factor that you’re looking for.
Debra Chantry-Taylor 20:08
Yeah, it was really interesting. So I’ve got a really good friend as a leadership coach who have done some work with and he’s seen what he is, is about and, and he actually kind of hit the nail on the head the other day about why he loved it as a leadership coach, what is it that actually, it’s the only kind of operating system where there is a box that is for the visionary, which gives the visionary the founder, usually a role in the company, without them having to run the business, because most other businesses and operating systems are very structured. And, you know, it doesn’t split out that that beautiful role that the visionary and the founder has, which is about pushing the boundaries, taking it to the next level, having the big ideas, changing, disrupting, doing all of that. There’s no other sort of system or, or methodology that has that kind of a role for that person. And that’s why it is perfect for entrepreneurs,
Scott Goodrich 20:57
Don’t you find this is also the this is the challenge, I challenge anyone was talking about franchisees, but whomever we’re talking about, is really that, letting go of that, because it is your business in that and that that’s the toughest thing. And when you truly have visionary that can let go, they either created the structure, or they’ve made the right hire, they’re going to make the short-term investments in us to get to that long term, get me out of this business, and let me be working on the business, right. So I don’t have to worry about the day to day stuff. When they can really see that path. That’s when things really start to happen. But there is a moment there where they’ve got to make that decision to say, Okay, I’m doing it, I’m gonna let go. You’re a little bit, right.
Debra Chantry-Taylor 21:38
Yeah, yeah. And it’s hard. I mean, I’m a visionary myself if I didn’t do the rocket fuel test. So there’s a test on landing decal rocket fuel, and it tells you that you are visionary or integrator, I am extraordinarily high visionary, but also quite high Integrator as well, which is a little bit uncommon. But I worked as a GM and CEO for various different companies, I think that’s probably built into me. But as a visionary,it is really hard to let go, because you know, you have this thing about, but this is my, that was my baby. But I’ve developed this thing, I know how to do it best. I’m not sure how to, and we’re not good at necessarily helping others to understand how it’s done. So what I loved about the EOS framework, is it really gave me an opportunity to go, okay, you know, which which role should I be and delegate and elevate? That’s where I should absolutely be, where do I add the most value, that’s what I should be doing, and then bringing other people in, and I’ve had to learn that, you know, you there’s a difference between delegation and abdication. So I think in the past, I would abdicate or go, I don’t want to do that you just make that happen, and go ahead, and then they wouldn’t do it the way that I expected or, or didn’t get the outcomes I wanted. And then I get really disappointed by it. And I’ve realized that actually delegation is, you know, it’s about being a good boss as being able to actually not only tell them what you what they need to be doing, but help them with the training, make sure they’ve got the process in place, you know, really supporting the given the time and attention that they need. So they can then take over. And then of course, it becomes easy to let go. Because when you’ve got somebody who’s the right person, the right seat, they’ve had the training, they know what they need to do they know what the outcomes are, they know how they’re being measured. All of a sudden, you can actually you can let go because you know that that Job has been willing to be looked after
Scott Goodrich 23:13
By an integrator thrown through the roof. So yeah, you and I can trade the rocket fuel that we needed for any organization if we were to do the right to complement pieces. But yeah,
Debra Chantry-Taylor 23:23
Good, good. Good. Good thing, though. So if people don’t understand, you know, we talked about the visionary. I think most people know what a visionary is. Tell me, you’re you’re an integrator. Tell me about the integrator role. What is that? What’s the purpose of that? And what should somebody be looking for when they’re looking for an integrator?
Scott Goodrich 23:38
Yeah, so it’s interesting. And even when I was in a larger corporation, I had this reputation of the get things done guy. And so that’s kind of always carried with me. And that’s really the integrator, right, that’s the get things done guy or gal, we often describe it as the glue that holds things together. But this is an individual that is going to lead the team, manage the team and hold the team accountable for all that needs to get done, while at the same time looking to clear all of the roadblocks that may get in the way and make that easier, manage whatever large projects is out there. And then hold people accountable to delivering on the commitments that I have overseeing the p&l. So the glue person, right, they’re sitting right on top in the middle of it, and they are really making sure that all the i’s are dotted and T’s across across the organization. So that follow through skill is critical that attention to detail is critical. The ability to run an effective meeting is critical. Those are the roles, the responsibilities that an integrator will bring to the table and when you know when you’ve gotten busy, you don’t have to worry about following up with an integrator they’re gonna get it done. You’re gonna want to inspect what’s going on there. But you can put it in good hands and put the company in good hands when you’ve got that right integrator in place.
Debra Chantry-Taylor 24:46
I think it’s actually really key. I mean, I think that unless you can actually have an integrator is really really difficult to let go because he said they are the glue, that also the conduct I was going to conducting battens stick in my office I talk about that. So that conductors rather they keep the whole orchestra together very much of their play time. But they also have to keep the visionary out of the data of the business, right? Because I know I can be really dangerous with my ideas. And because I’m really fast thinking really fast moving really fast talking, you know, before, you know, I’ve got an idea, and I’m already executing on it. And in the past, I would literally run my team of assistants and things ragged too, because every time I mentioned something, they’d be jumping on board trying to get done what I wanted to do. And not all of my ideas are great ideas. And often, I’ve moved on next week, and I’m not interested anymore. And I had a client that there was, didn’t have an integrator, and she was an amazing visionary lady. And really, you know, that business would not have been where it was about 100 – 140 staff, I think it was, at this is what I’ve been where it was, if it wasn’t for her, for her leadership team. And there was a lot of them, when we first started, they were absolutely run ragged, they were doing 70-80 hours a week. And when I started to delve into why that was happening with them, it turns out that, you know, they were trying to execute on all the ideas that the visionary had. And, and so they were burnt out, but they were literally kind of going we can’t do this anymore, we can’t run any faster, we can’t. And the visual was frustrated that she’s saying, but they’re not getting the stuff done that I want in the time that I want it done. And when we added an integrated into that business hit just changed it completely.
Scott Goodrich 26:15
If we use the term governor, right, but it’s a governor, it slows the engine down, if you will, and keeps it keeps it at speed. Because you’re read as a true visionary, you’re gonna have these ideas. And because of who you are to your company, and to the people that you’ve brought in, they’re going to respond to those ideas as they hit your brain and you’re going to want to go chase them. But then you’re on to the next thing you want that visionary side going on there and say, Oh, that was no, that was just an idea is just brainstorming with you. And the team is like none at all. We’re actually we’re trying to execute on that, like you said, you want to go after that. And that integrator can be that buffer that governor and controlling what’s going on between vision and rest of the team. And as long as the visionary knows not to run those interests and to work through his or her integrator, that’s, that’s where this is that’s got to work that has to be in tandem. Because if there is an end around where that visionary has an integrative place within goes around that person, you’re gonna have the same breakouts.
Debra Chantry-Taylor 27:10
Yeah. But it really is the missing link. I think it’s the missing link for any entrepreneur listening into this. And so thinking I, I don’t know how to let go, I don’t know how to, you know, get this business to grow without me being involved. That integrator role, I think, is the missing link in all of us. Yeah. Okay. Tell me a little bit about, you know, what are the kinds of clients that you’d like to work with? Scott, what are that? What’s an ideal client for you?
Scott Goodrich 27:34
Yeah, so it’s a beautiful thing about us is you can choose to work with it within a vertical or find a group of clients that makes sense, whether that is engineering clients, service oriented clients, or manufacturing, or you can choose to keep some variety around. And for me, I haven’t developed that niche yet where I have the certain type of client, that’s there. Yeah, I’d love to spend more time in the ears, which I’m passionate about. I love sports of all kinds. And that, you know, trying to take some of this into that arena is absolutely my mind. And what is the right way to do that and to take that on, but I can tell you right now, I’m working with a couple service clients, I’ve got a contracting client, I’ve got a retail client, you know, it’s so just getting off the ground here with me starting my journey. It’s a mix of classroom, which is great, that’s wonderful variety. And when I’m learning about these different businesses, and I spend time with them, but but then to you find out that the issues and challenges that companies out there very similar, right, that the business that you read, we have we as we brought a little transparency and dig into this a little bit and say, oh, okay, these issues, they tend to pop up time and again, and you see him there. So I but I do enjoy the variety of what a EOS allows to do when I’m working with with clients.
Debra Chantry-Taylor 28:49
I think you’re absolutely spot on a minute. And I spent 25 years in the hole leadership with a for other people. And then in my coaching, which I’ve been doing for almost 20 years now as well. I’ve actually, I think I’ve worked about 600 different clients. And there is the although I do have a specialty being family businesses that have professional services, the the clients were from all different walks of life. And yet, as you said, the same issues pop up short, they’re different for the specific product or service, but the actual issue, the deeper the root cause of the issue, usually comes back to the same thing.
Scott Goodrich 29:19
So yeah, yeah, yeah.
Debra Chantry-Taylor 29:21
Okay, cool. So, but the key thing is, they have to be open minded, right? They have to be wanting to grow, they have to be wanting to accept some help and make some change today.
Scott Goodrich 29:31
No doubt about it. Right? If you’re gonna, you’re gonna drag man, you’re gonna drag around, right? So you gotta make sure that folks are ready that that’s, that’s also for me. It’s wonderful. And, you know, for folks that do, you know, have an interest where they want to defer right the The beautiful thing is we do spend some decent mount of time matchmaking, right as I call it, right? We’ll spend some time with a company not only talking about us, but really determining who’s right for you and who do you want to work with? And is this going to be a good fit for you because we would never want somebody to take something on injustice.experiment with it because it is a commitment. It’s a great commitment. It’s a worthwhile commitment. But it we want to be very real and very open and honest with our clients saying, look, we got to make sure that you are right. You’re a hell yes or hell no. But if you’re a maybe well, then you’re just inhale. So let’s get to hell yes, let’s get going on this right. And that’s what the spirit we want to have when we’re we’re introducing this guy, these concepts to our clients, potential clients.
Debra Chantry-Taylor 30:25
Yeah. Okay, cool. I always ask our guests to give us three top tips. And this can be sort of, you know, from your experiences as as running a business as you have done, or from being in a business or a book or tool. I don’t mind. But what are your three tips you’d like to share?
Scott Goodrich 30:38
Yeah, so I guess I’ll start the first one was one that really hit me just a spin last month or so great book. For anyone that’s out there, you go through the ups and downs of owning a business. The book is called the Gap and the Gain. It’s by Dr. Benjamin Hardy, with Dan Sullivan, whose business co chairs Well, Delta, tremendous business strategic coach. But that book, just just a phenomenal book, and just speaks to the life of a small business owner, or even an like an individual coach, or whatever the role is, but just understanding that there are so many more wins than losses and spend the time in the game in less time in the gap. And you’ll be much better off no matter what you’re trying to approach personally or professionally. So highly recommend the gap in the game.
Debra Chantry-Taylor 31:22
Yeah, it’s so funny, because I’m actually just listening to an audible right now, as my current book I’ve just finished who not hour and a month gap in the game. So yeah, that’s a great, great.
Scott Goodrich 31:30
spot on there. Yeah. So the second thing that I would say is just know your numbers know the business, we didn’t really spend too much time talking about it, but have a scorecard that reflects what it is that you’re trying to drive your business, don’t just wing it. Understand the details. It’s oftentimes particularly getting started. It’s like, well, I just I know, this is the right thing to do. And I, you know, my guts telling me this, my instinct. And the instinct serves entrepreneurs so well, for so long. But when it comes time to actually evaluating the business and making sure you’re spending your time in the right things, understand the data. Really, really important.
Debra Chantry-Taylor 32:04
So we talk about a scorecard should be something that, you know, if you’re sitting on a desert island somewhere, maybe in Arizona, somebody should better come up with you while you’re sitting by the poolside with your nice little Margarita and give you a sheet of paper. And you should better look at the last 13 weeks results, and particularly this week’s results and go, Hey, is the business doing well? Or is a business not doing well? So you know, getting the right scorecard can be difficult. But once you have it, it’s invaluable, isn’t it? Yeah, absolutely short term predictor, but also a good reflection of the health and also then really determines what I need to focus on. Because if there are things that are getting missed there, you know exactly where to spend the time to get that back on track. Assuming that that scorecard is the right reflection of the activities that need to happen week in week out to keep your business moving forward. But if you don’t know that, you are flying blind, and that’s going to be very difficult to get your business back on track if it is struggling, so scorecard is critical.
Scott Goodrich 32:55
The third thing is making sure you understand for you the type of company that you have the things that you value the most not even the product or service you’re delivering. But we talked about core values earlier. And mistake also that I see me quite a bit is that you evaluate potential employee coming into the organization and the CV looks good, the background is there, the experience is right, you really do need to fill the spot because you are stressed. And this is a role that you want to add. But you don’t have a way to test to make sure this person is going to fit. And we talked about that people analyzer but making sure that the core values are clear that use them to attract the right folks to your team. This is really the root of all evil. And so going back to that people analyzer, but understanding who you’re bringing into your organization and the fit that they’re going to have there, and it’s really a way to quantitatively determine that fit, right? Do they mean the core values that we’ve got for those units and they don’t, it’s not going to work regardless of how experienced talented skilled educated they are. So as you hire, take fit into consideration and use a tool, a quantitative tool, people analyzer or something else to make sure that that person is going to be really fit in your organization and Dave, the same things you do.
Debra Chantry-Taylor 34:14
I think that is a absolutely key. I also think that when we write job descriptions, I think we should be using values to attract but also to scare off people or or detract people. You know, sometimes you shouldn’t be writing an advert where somebody either is the hell yeah. Oh, hell no. Right. They either read it and go hell yeah, that sounds like me, or Oh, no, that’s not or maybe that they throw a knot or or maybe they’re definitely not the right person. Exactly. Yeah. Okay, cool. We’re running out of time. Sadly, I could talk all day. But I’ve got to go into another meeting to
Scott Goodrich 34:44
Appreciate the time it’s been great really enjoyed the conversation.
Debra Chantry-Taylor 34:47
I always enjoy talking to fellow implementers. And I think that we know we share a passion for business we share a passion for making a huge difference in the world. And that’s obvious when I talked to all of our fellow EOS implementers. But I want to ask now, you know, so if people have been listened to this and they’ve gotten a go. So I would love to have a chat to Scott about some of his learnings or about potentially taking your body is in the business. How do they get ahold of you, Scott?
Scott Goodrich 35:07
Sure. So yes, eosworldwide ton of resources there. So visiting the website, there’s tons of information there. And that’s, that’s available to anyone out there and is actually some free tools that folks can get a hold of. Personally for me, you can email me my name is Scott S C O T T Goodrich, G O O D R I CH at EOS worldwide, so you can find us there. But the big thing about that worldwide app is if you’re in a spot where no one’s nearby, you want to work with someone locally, you can find someone local that you can geographically find that implemented that’s close to you talk to a couple see who’s a good match for you’re so critical. As I mentioned, that matchmaking experience is so crucial. But yeah, well, I think we’re all here to help. We all share the same passion for helping small businesses and I you know, you can’t go wrong talking to someone and really seeing that this is the right thing for you and your company.
Debra Chantry-Taylor 35:53
That’s absolutely spot on. And you know what other thing I love about the EOS like we, we all effectively run our own little businesses, we’re all looking for work, we’re also looking to work with certain clients, but we actually have this amazing abundance mindset, right? And it is absolutely about find the right person. You know, if people don’t want to work with me here in New Zealand, there are other implementers please go and check them out. And I know that your site, as you said, if you go to the iOS implement true implemented guide, or no implementer, there’s a map thing you can read your choice code.
Scott Goodrich 36:20
Just find and implement or near you or something like that. Yes, reading that website. It’s there. Check it out.
Debra Chantry-Taylor 36:25
Yeah. So go in there, put in putting your postcode put in where you are, they’ll give you some options. And as Scott said, you know, it has to be a good fit. You know, you want somebody that you can trust somebody you can be open and honest with. So please do that. Buthey Scott got absolute pleasure talking to you. Thank you for taking the time out today. And yeah, I look forward to keeping in contact and see you at the next conference.
Scott Goodrich 36:38
Appreciate it. Appreciate it. Thanks for Thanks for the time and all the best to you.
Debra Chantry-Taylor 36:49
Thank you very much. Bye
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Debra Chantry-Taylor
Professional EOS Implementer | Entrepreneurial Leadership & Business Coach | Business Owner
#betterbusinessbetterlife #entrepreneur #leadership #eosimplementer #professionaleosimplementer #entrepreneurialbusinesscoach
Professional EOS Implementer New Zealand
Professional EOS Implementer Australia
Professional EOS Implementer UK
Professional EOS Implementer NZ
