Gino Wickman

I was skeptical about needing yet another organizing framework, even to the point of returning this book soon after my first time starting it. I returned to it more recently when a new company I’m working with needed a simple, practical approach to an operating plan. We were all familiar with OKRs but wanted something less esoteric. EOS has fit our needs well, and this book describes the system concisely with just enough practical case examples.

I left my previous job because I was frustrated, not just with the department I was working with, but the whole organization. I was looking for a reason to find out why I was stressed, felt like I wasn't getting anything done, and was wondering why the organization seemed to have so many initiatives, but failed in accomplishing any of them.

Over a year later, I started working for an organization that uses Gino Wickman's EOS. However, several years later, I felt I was hitting another ceiling show more with similar but different frustrations that I felt over six years ago. So I felt it was time to read this from start to finish.

The book does drive home various points about how successful businesses run (though I feel his EOS is too focused towards real estate and possibly overly simplified SMBs - could you apply this to Theranos? Or NASA?) and I've seen the wisdom and adopted much of the practices.

However, I'm going to rate (from 1-10) the chapters wondering if he'll get to that 80% golden mark:

In Chapter 1 he makes his key sell of the Six Components: 6 - I get it but I'm not sold. I think it's oversimplified - not to the CEO of a company, but someone either as part of a leadership team or department head.

Chaper 2: Letting Go of the Vine: 8 - he hits the nail on the head. It's why you're likely reading this book.

Chaper 3: Vision. I had to laugh, because if you review the examples of everyone thinks what makes them unique they're pretty much the same. Whereas part of the V/TO has merit, I think it's often silly and oversimplified. I don't think it works with complex use cases: I'm going to give it an 8, because I see what he's aiming at, but too much of it was too buzz-wordy.

Chapter 4: People. Calling a People Analyzer a "tool" I think is overstating its worth. However, I think of it as a good way of telling whether someone really is the right person for your organization. Potentially over-simplified, and definitely geared towards certain types of businesses: 7.

Chapter 5: Data. Scorecard portion: 10. Everyone has a number: 4. Averages to 7.

Chapter 6: Issues. Honestly, probably one of the better ways to actually address the what goes wrong in an organization with a prescription on how to try and solve them.9

Chapter 7: Process. So grossly oversimplified: 1

Chapter 8: Traction. I will give a 9. I think this is where it all comes together, and I actually felt I got most of the benefit.

Chapter 9: Pulling it all together. Some weird stuff in here, but useful: 9.

Chapter 10: Goes of the rails a bit. I feel like it should be a recapitulation of what the EOS and how it can work for your organization, but there just some things in here that felt like were added on right at the end. Get's buzz-wordy again and I feel like its the sell of the individual rather than a process: 5.

So, the average comes in just under 7, which means it didn't quite get there for me.

That said, it's an interesting read, and I can see why this type of pitch to a company that feels it is struggling might embrace Traction. But at the same time, I feel a lot of the same comes from stepping back, taking a break, and looking at your organization to see what is and isn't working. The ideas have merit, but this book is far from revolutionary. show less

I liked how well this book gets to the essential principles and practices necessary for leading people. It prescribes a system, some of which I found a bit formulaic in directions that didn’t completely resonate with me. That observation is from someone with decades of experience. A tenured manager could easily adapt much of this book, adding their own approach. A new leader would do well to follow the author’s system fully.

I had to read this for work in preparation for our annual strategic meeting. Our management team is pretty large for a company that is so small, so reading this gave me some anxiety because I don't know how we are all going to get on the same page. On the bright side, it motivated me to challenge us all to get crystal clear on our marketing strategy and it helped me better understand how to use my position as a leader and one-person department at our organization.