Traction: Get a Grip on Your Business

by Gino Wickman

+ He or she exhibits that core value most of the time. +/− Sometimes he or she exhibits the core value and sometimes he or she doesn’t. − He or she doesn’t exhibit the core value most of the time.

+： 大多数时间他履行了核心价值观。 +/-: 有时候他履行了核心价值观，有时候没有。 -： 他没有履行核心价值观。

The recommended bar for a company with five core values is three pluses, two plus/minuses, and never a minus.

如果有5个核心价值观，最好的底线是3个为正，两个正负。

The three-strike rule works as follows: Strike One: Discuss the issues and your expectations with the person, and give him or her 30 days to correct the problem. Strike Two: If you don’t see improvement, discuss his or her performance again and give him or her another 30 days. Strike Three: If you still don’t see improvement, he or she is not going to change and must go. When the termination finally happens, all of those who are the right people will thank you for it and wonder what took you so long.

三振出局规则： 第一次：如果没有符合期望，与其谈话，并且给他30天来改善问题。 第二次：如果发现没有提升，再次谈话，并且给他另外30天。 第三次：如果还没有看到提升，必须让他走人。

1. You must look forward. You cannot look back or get caught up in the present. It will distort your judgment.

必须要向前看

You must detach yourself from the existing business, your current role, and your ego.

2. 必须从当前的业务、你当前的角色，你的自我中脱离出来。

You must elevate yourself above the business, look down on it, and make decisions for the long-term greater good of the company.

3. 你自己必须从上空俯瞰整个业务，从长期公司利益的角度做出决定。

To illustrate the three major functions, picture three boxes side by side by side. In the box to the left, you have the first major function: sales and marketing. In the middle box is the second: operations. In the box to the right, you have the third: finance and administration. You may call them by different names, but those are the three major functions. Sales and marketing generate business. Operations provides the service or manufactures the product, and takes care of the customer. Finance and administration manage the monies flowing in and out as well as the infrastructure.

所有公司必须有的三项主要功能： 1. 市场/业务：生成业务机会。 2. 运营：提供服务、生产产品、并且提供客户服务。 3. 财务和行政：提供现金流及基础设施。

Not one EOS client has more than seven major functions.

主要功能一定少于7个。

and it’s that one idea each week that keeps the organization growing.

是每周一个新主意驱动组织不断生长。

They’re great solvers of big ugly problems

Visionary是那些解决大问题的人。

and fantastic with important clients, vendors, suppliers, and banking relationships.

Visionary善于处理外部关系，包括重要客户、供应商、厂商及资金方。

By contrast, integrators are typically very good at leading, managing, and holding people accountable.

相比之下,整合者更善于领导、管理和让人们更有责任心。

They love running the day-to-day aspects of the business. They are accountable for profit and loss, plus the overall business plan for the organization.

他们喜欢运行日常业务，负责企业盈亏，以及组织的整个业务计划。

It’s common for a company to have a visionary but no integrator. This causes a real struggle, because the visionary is constantly frustrated with his or her lack of traction.

如果一个公司只有visionary，没有intergrator，公司会缺乏动力。

note: The Accountability Chart will clarify function, role, and reporting structure, but it will not define communication structure.

责任图澄清功能、角色和汇报结构，但并不限制通信结构。

Get It You’ve seen people who get it and people who don’t. “Get it” simply means that they truly understand their role, the culture, the systems, the pace, and how the job comes together. Not everyone gets it. The good news is that there are plenty who do.

理解岗位：理解意味着特你们真正理解了他们的角色、文化、系统等，以及工作是怎样组合起来的。

This means they genuinely like the job. They understand the role, and they want to do it based on fair compensation and the responsibility. In many instances, a manager feels the need to motivate, overpay, or beg a person to want it, when the reality is they don’t. Sometimes their ego, your hopes, or their ignorance about what the job entails will lead them to think that they want it. But if they don’t, they’re never going to provide that spark, no matter how effective a manager you are. So stop beating your head against the wall. Find someone who does want it, and the difference will be immediately apparent.

这意味着他们真正的喜欢这个工作，他们喜欢这个角色，他们基于适合的报酬和责任喜欢做这个工作。

Capacity to Do It Capacity means having the time as well as the mental, physical, and emotional capacity to do a job well. Sometimes, a position might require a commitment of 55 hours a week where the person is only willing to commit 40. Sometimes the job requires a certain level of intellect, skill, knowledge, and emotional intelligence, and the person doesn’t have that capacity. This is the Peter Principle at its finest, where people are elevated to a level of incompetence.

个人能力、包括思维、体力、时间、精力等，是否符合要求。

You must get a “yes” on all three, or the person is in the wrong seat.

The One Minute Manager Meets the Monkey.

When your direct report walks into your office with a problem, he or she is trying to leave his or her monkey with you.

If someone walks in with a monkey, he or she needs to walk out with it. If he or she can’t or won’t, you’ve hired the wrong person.

如果人们带着问题走进你的办公室，那么他就带进来一个猴子，如果他走出办公室，这个猴子就留给你了。 我们要让他走出办公室，猴子也跟他一起走出去。 如果他不能或者不愿意，那么你雇了错误的人。

You must do a little pruning from time to time for the organization to flourish.

为了组织的繁荣昌盛，你必须时不时的做一些修剪动作。

Other employees thanked him for making the tough decision. He experienced all that pain for a year, when in hindsight he could have experienced only 36 hours of pain, probably for both parties. Incidentally, the terminated gentleman is now doing well and pursuing his passion. The decision was best for all.

赶紧修剪对自己、对团队、对员工本人都有好处。

person. People must add value. I realize this may sound cold, but to the degree people are in the right seats, everyone is happier, especially them.

不能仅仅比较喜欢某人就不开掉他，每个人都必须为公司创造价值。

1. Is this the right structure to get us to the next level? 2. Are all of the right people in the right seats? 3. Does everyone have enough time to do the job well?

1. 这个组织架构图能把我们待到下一个层级吗？ 2. 每个人都在合适的位置上吗？ 3. 是不是每个人都有足够的时间把她的工作做好？

“I’ve got bad news and I’ve got good news. The bad news is that the gauges aren’t working. We are hopelessly lost, I have no idea how fast we’re flying or in what direction, and I don’t know how much fuel we have left. The good news is that we’re making great time!”

direction. But they always remain optimistic.

In addition, you will reach the point where everyone in your organization has a number, a meaningful, manageable measurable. This will give them clear direction and increase productivity.

According to an old business maxim, anything that is measured and watched is improved. The

Only one person is ultimately accountable for each,

expected goal

1. The numbers in the Scorecard should be weekly activity-based numbers, not the type of high-level numbers you see in a profit and loss statement (P&L).

words, your Scorecard predicts your P&L.

What are activity-based numbers? To

step. Measure the number of the leads generated, the number of contacts, the number of appointments scheduled, the number of appointments attended, the number of proposals, and/or the number of closes. You

example of activity-based numbers is client satisfaction.

such as asking three questions that require a number-based answer every time you close the business or deliver the product.

tool, helping you to anticipate problems before they actually happen.

计分板是个预测工具，具体财务还要看财务指标。

What gets measured gets done.

测量什么，完成什么。

With a completed Scorecard, you can track high-level numbers down to a single person as the source.

和一个完整的记分卡对应，你可以追踪一个高级的数字到一个人员的数字作为源头。

The 90-day idea stems from a natural phenomenon—that human beings stumble, get off track, and lose focus roughly every 90 days.

You must always pre-schedule your quarterly meetings.

entrepreneurial organization.

While this is the best way to write this book and create understanding, the most effective order of implementation of each tool is different.

before, I suggest you implement each of the following tools only within your leadership team first.

the chart goes to the root of most issues.

Without an Accountability Chart, you won’t know who clearly owns what.

如果没有一个清晰的责任图谁也不知道哪些人为哪些事负责，想象一下你把所有的一切人都开器重新开始组织这个团队