Culture Focused Practice

Hey. Hey, Dr. Tara Vossenkemper here, and you're listening to the Culture Focused Practice podcast. Welcome. Thank you for joining me. Welcome for the first time. Welcome for the 10th time. Welcome for the hundredth time. I don't know how often you've been here, but I'm happy to see you here. Thank you for listening.

Let's dive in. So this is episode two in a three part series. This series is the EOS Bootcamp series, and the focus, lemme just refresh everybody's memory, is to give you a really clear and practical introduction to the entrepreneurial operating system EOS, coined by Founded, by developed by Gino Wickman.

And ideally, what this does is help show you how you can create structure, accountability, and sustainability in your business without, you know, falling prey to overwhelming exhaustion, burnout, et cetera. Episode one is the basics. It was EOS 1 0 1. What it is and why your practice needs it. It's a very highly likely needs it.

This episode, we're gonna do vision and Traction, how to Set Goals That Actually Get Followed Through On. Super Excited, and the next episode is all about the right people in the right seats and working through issues. So that's another one I'm real thrilled to get into. I love working through issues in a practice.

I don't have enough words to describe how much I love EOS and what a brilliant and simple and practical tool and framework that it is and can be for your group practice. So if we are very quickly recapping episode one, I just wanna super quick, let's make sure we're all on the same page.

EOS is comprised of six core components. I talked about a pie last time being divided into six pieces. Those six pieces are vision, data, people, issues, process and traction. Today we are going to specifically talk about vision and traction. So why this matters, you might ask.

It matters because I don't think I know any practice owner or business owner for that matter, any entrepreneur who doesn't have a goal or multiple goals. The problem is that they don't get followed through on. The point of vision and traction is to not only have a goal or series of goals, but to also follow through on them and bring them to fruition.

We want to actually ensure that they happen, ensure that they take place. So stick with me. We're gonna. I'm gonna give you an overview of what to expect in this episode. I think that might be helpful instead of just diving straight into things. And then also at the end of course, there's gonna be a little bit of a takeaway action step, things like that.

So we're gonna talk about, here's the, here's the, here's the agenda for the day, why goals fall flat in group practices. That's the first thing. We're gonna talk about, the vision component. That's number two. Number three, third item, we're gonna talk about the traction component. So turning vision into reality. Fourth item is basically getting start started despite overwhelm or busyness. And then the last item is those action steps.

All right, let's carry on, shall we? Why goals fall flat in group practices? Oh, God, let me count the ways. I mean, there are just so many reasons why one really common culprit is that they're just very vague.

Maybe it's a vague concept. Maybe you're not sure where it fits into the trajectory of the next six months or two years, or five years, or maybe you're really good at collecting goals and then really bad at bringing them to fruition or into existence. You're, you know, you're good at a concept and you're bad at birthing that concept, so to speak.

That's really, really common, especially for visionary types. We like big picture. I, my brain. It's real. I mean it's sincerely. I say this with the utmost sincerity and like, um, it's not hyperbole, hyperbole, hyperbole. It's hyperbole. Hyperbole. It's not hyperbole. I mean this with the utmost sincerity that my brain does not like going from something big where I can get a sense of all these moving parts and then having to bring it down to that ground level. It, I can do it. I can do it. Sure. My, I, it does not, it's very difficult to do. It takes a lot of concerted effort.

And so what, however you might feel about that or whatever you might think about that, I think that's a case for a lot of visionaries, a lot of visionary types, is that it's really fun and easy to be in this sort of abstract, esoteric, creative type mindset, and it's harder to bring it down to the ground. So I'm just gonna wrap that up there. But vague ideas, having unclear direction, and again, sort of the vague ideas and unclear direction can be kind of a byproduct of being a visionary, which, you know, it's one of the downsides to being a visionary type person.

Another reason why goals can fall flat in group practices is that you have no buy-in from your team. I could have a thousand goals, but if nobody cares and nobody's on board, the likelihood of me achieving very, very slim. I would say very close to 0% likelihood that I would achieve all of those goals, or even most of them, just the ones that I'm really sort of gunning for. It's probably not gonna happen.

Another reason why goals fall flat in group practices. This one is very easy fix, but there's no, there's no rhythm, there's no structure for checking in on progress. I think we're gonna set this goal. Everyone feels really good about having an item and, and this, this project and this thing.

Like, yeah, it's gonna be awesome. And then it just sort of peters out from there. It's like sort of drops, fizzles out. Nobody's paying attention to it. Nobody's checking in on it. There's no, not even accountability, just nothing formal in place to stay in tune with the process of this goal. So there's no structure, there's no rhythm, there's no ability or space or step baked in to stay in tune with the progress of the goal.

Number four, I haven't been numbering these, but this is number four. Why goals fall flat in group practices. Everything feels urgent, so nothing gets done. I was thinking about Dash in the movie, the Incredibles, where he says some, I don't know.

There's a conversation with Elasti girl, his mom, about being special and she says, honey, everybody's special. And he says something like that. Nobody is. If everybody's special, then nobody is. I think about that with goal sometimes where if everything is urgent, then nothing is urgent, is the new baseline. You know, that's, that's just the norm. Everything is urgent, so therefore everything is equal to each other, which renders the sense of urgency, moot, useless. It's a waste of breath to even say it out loud. So when everything feels urgent, feels urgent, excuse me. It's really hard to gain any traction.

Last thing. This kind captures a few of these actually, but it's more of a vague way of saying it. A broader way of saying it, goals fall flat because it's, it's your lack of system. And I, of course, I'm gonna plug EOS 'cause I'm literally doing a series on EOS. But not having the systems in place makes it really difficult to stay in tune and on track with goals.

Not only identifying where you're going, but again, all the follow through. The accountability with who does what, the delegation of it, working through issues that come up as you're trying to accomplish the goal, figuring out how to make it more realistic or attainable. Checking in on the progress of set goal, checking in on the people who are part of the process, checking in on them.

When there's no systems in place, it's really hard to get things done. Consistently, I would say ever, but I would also say consistently. So goals fall flat for probably myriad reasons. Myriad, myriad, multiple reasons. Top five that I will name here. Vague ideas, unclear direction. Two. No buyin from the team. Three. No structure for checking in on the progress. Four. Everything feels urgent and therefore nothing is. And five, it's not you, it's your lack of systems.

All right. Agenda item number one, check. Let's move on to number two, shall we? So we're gonna talk about the vision component. Remember, vision is one piece of the EOS pie.

One piece. I love the fuck out of vision. I love the vision component. When we're talking about vision, Gina Wickman basically poses eight key questions. I could spend a lot of time talking about each of these questions. I will not do that because it would take a very long time. I will very briefly list them and talk about them.

All right. Eight sort of questions, eight aspects to vision. Remember vision being one piece of the pie. Now we've got eight items nested in that piece of pie core values. When I say core values. Man, if I can't even tell you the number of times people say we have 'em and then they don't even know what they are.

We have 'em, but then there's no processes around them. They're not thinking about them as they're building out onboarding or when they're bringing on team members or when they're hiring or when they're terminating or when they're reviewing. Like they're just there on paper. It's just lip service, waste of time, waste of space, waste of energy.

And if you say, well, we don't really have 'em. Yes you do. You absolutely have core values. You haven't identified what they are yet. They exist. There are ways of being at your practice. There are things that you told true or hold more sacred than other things or ways of existing with each other that you know you want and you just haven't articulated or verbalized.

Core values are alive at your practice. Whether or not you have labeled them, labeled them as such or identified what they are is a different conversation. This is one of the first things that has to be done with regards to vision. We have to know how do we do this together? Who are we as a group? Your core values, what make us who we are?

Number two is your core focus. Your core focus is your filtration system for deciding what you're doing. So your core focus is two things.

Number one is your purpose. Why are you here? Why are you doing this? Your purpose, your reason for being. Your cause, your passion, of course, it's related to your business, but why are we doing this thing? Have to be clear on what your core purpose is. This is generalizable to any business. It is much bigger than the specific service that we offer.

Our purpose for my practice is facilitating meaningful connection. That's it. That's always been it, like the easiest question in developing vision for us- the easiest question to answer was that one, why are you here to facilitate meaningful connection?

Fucking duh. Sort of like a duh for me.

The second component is of focus. So again, core values, core focus, nested under core focus is your purpose, your cause, your passion, your reason for being, being, and it's your niche. So this is what you do.

I did not say this last time, but Traction is the book where he details out how to implement EOS into your practice or into your business. But I say practice 'cause I'm talking to group practice owners and leadership. So Traction is the book. It's Incredible. Again, by Gino Wickman, maybe Mike Patton is also part of it. Um, I don't remember. But anyway, the example he gives in traction related to niche that always just stood out to me is. Or Ville Redden bacher's niche is popcorn. Duh, of course.

Why this matters. You might ask. This matters because when you go to decide things about your vision and where you're going as a business or as a practice, if you cannot answer yes to, is this in alignment with our core focus? Meaning is it in alignment with our purpose? Is it in alignment with our niche, then you can't do it, period.

It is a decision making factor. It is a filtration system by, I need those so badly in my life. I need something to be clear because I love saying yes to things that are exciting, whether or not they have anything to do with the practice or not.

So I know that if there's an idea, I have to run it through the core focus, and that helps me say yes or no to putting it on our, our vto, which is the vision slash traction organizer, trying to implement it or saying, you know what, maybe that's a different business in a different life or in a different timeframe. Not right now.

So we have core values, core focus, again, which is purpose and niche. The third component to vision is your 10 year target, and so your 10 year target. It's very commonly 10 years. I think Gino Wickman wrote that about 90% of people decide they agree on a 10 year target, but it could be 20 or it could be five.

That part is less important. What's important is that there's a 10 year target where you set a revenue goal that your entire leadership team agrees on. You set a profit goal that your entire leadership team agrees on. Then you set some measurables. What are the metrics to indicate that we were hitting this goal, basically.

You don't build out exactly what it looks like at that point in time. So this is just, we're going here, we want these numbers, we want these measurables in place. That's your 10 year target. Your marketing strategy is next. That's the fourth component to vision.

So if you can get a sense, just follow along with me. We've got core values, how we engage with each other, core focus, how we help make decisions, 10-year target, big, big picture, what do we want in 10 years or five or 20? Again, you decide on the timeframe.

Your marketing strategy helps you identify your target market, so psychographic, demographic, occupational, the things, who are the people that you're trying to reach out to? This doesn't mean you say no to any other person coming in your door if they don't hit your target market. It means you are the people that you're especially targeting with marketing, we know there's a certain population that notoriously reaches out to us.

We might target our marketing to that group period. It doesn't mean we're saying no to people who don't fit in that group. So this is just where you sort of like the most bang for your buck. I don't know how else to say that, and that sounds gross to say it that way, but that is what I mean. Where are you gonna spend the most time and energy with regard to the, the people you're trying to get to, to find you to find your practice.

So within marketing strategy, again, you've got identify in your list or your target market. You've got your three uniques. So what are three things that in combination make you unique as a group? There might be overlap, like one or two, there might be overlap with other local businesses. This isn't about finding three totally random, unique in and of themselves you know, traits. It's about the combination of those three traits being unique to you, to your group.

Third piece to marketing strategy is the for proven process. So I'm trying to think of a good example. Um, I know that I've been on some websites where, you know, on the be on the homepage or on the website page, there might just be almost an infographic that sort of walks you through do this thing and it leads to this and then this next step. And.

Outline, what are the things that, what are the steps that take place in this process? Um, that's the, that's like rough shell version. Rough shell, rough nutshell. It's a kind of a rough nutshell, rough shell version of, a proven process. It might be clients reach out, they get confirmed for an intake. They, you know, uh, receive services.

They discharge. Something like that, you would need to, obviously don't take that, run with it. I would say create your own workshop. It, you know, of course.

But the fourth component to marketing strategy then is the guarantee. I personally don't love this one. I, I think that if we were in a, a, the business of selling widgets, it'd be easier to do something like a guarantee, you know, like satisfaction guaranteed or your money back.

We can't do that. I'm in a mental health, I'm in therapy. There's no way we can do anything like that because if you've been to therapy, you know, there's so many it, it might not work. It might be wrong fit clinician. It might be client thinks they're ready and they're not. It might be their insurance drops and they have can't afford private pay, so they have to end services.

There's so many number of things. So you can do something with, like a guarantee could be something like we return all client inquiries within 24 hours. You could do something like that. Again, this is just, I'm not, we're not workshopping marketing strategy items, but I did wanna capture those are the four pieces.

The target market, the three uniques, the proven process, and the guarantee. So that's marketing strategy, and again, helps to figure out how do we get there and what message do we send to clients.

Next is your three year picture. This is. The fifth component of the eight categories in in vision. Your three year picture. This is where you take kind of your 10 year target, four, your five year target, or 20 whatever, you know, length of time you agreed on. Bring it down to the a three year timeframe.

And this is where you get way more detailed with what it is that you wanna build out. So of course, you set the revenue number, of course you set the profit number. You set some measurables. So what are the metrics? What are the things that we would say this was successful? And then you start to really get clear on what is it gonna look like in three years?

How will this practice look? What will be in place? What will be alive? What ideas will come to fruition? How will we, and you can tie that into 10 year, well, we know that we want this in three years, and maybe that'll help, you know, like in terms of thinking of revenue, for example. That's it. You cultivate a three year picture and it's a picture.

This is where you really paint a picture. Very fun to do, hard to do. It can be hard to do, but it's really fun. What's important is that you and your leadership have to be in agreement about every component to vision that we've talked about. You all have to agree on this. You can't have one person who's like, I'm not on board.

Maybe that's people issue, which is one separate conversation, but let's assume your leadership team is great. You all have to be on board with each component of the eight components of vision. So three year picture.

From there, once that's established and agreed upon, then we do a one year plan. This is the exact same thing. What's the revenue goal in a year? What's the profit number in a year or profit percentage? If you percentage, what are the measurables? What are the most important priorities in this year to get us to that three year picture? And you, you detail out what are the things that have to get done.

Again, you have to agree on this and this, there's so much more in depth and that this goes that I'm not getting into for sake of, you know, this is a podcast episode. I'm not getting into the super weeds with you about EOS. From that one year plan, when you're in agreement, and this is also where you might go back and you adjust your budget and you figure out, okay, well with our goals for the most important priorities, can we actually hit that revenue goal that we set?

So you, you do a little bit more work shopping here from that one year plan. Then you develop what we call quarterly rocks, and so also maybe a Jim Collins concept, the quarterly rocks language. These are 90 day goals, they're quarterly goals. So in the next 90 days, what are the most important things that have to get done to hit your priorities, to hit that one year plan?

So let's work our way back up. If we know that these are the most important, these have to get on in the next 90 days, then we know we're on track for the one year plan, and we know we're on track for the three year picture, and we know we're moving towards that 10 year target. And we're doing the entire thing with clarity around how we engage with each other, how we make decisions and who we market to.

How is that not gold? I, I can't, like, I cannot wrap my mind around the idea that somebody is not interested in implementing this in their business. So clear and just simple and brilliant. I love brilliant simplicity, simple brilliance. Maybe both.

I. So once you have your quarterly rocks in place, then you do something called an issues list. So again, everybody has to agree quarterly rocks, people are assigned company and individual rocks you. That's based on your role and practice, and again, a longer conversation. But ultimately there are quarterly goals that we set that are in alignment with the one your plan three your picture tenure, target the issues list any speed bumps, hiccups, concerns, obstacles you foresee, ideas. You're like, damn. I think that might have to come first. Anything that might stop you or might be a barrier to you achieving either your quarterly rocks or your one year priorities need to go on the issues list.

We will talk way more about the issues list tomorrow and tomorrow's episode, which is about right people, right seats, and also issues. But for now, just know you have to capture those items. They have to live somewhere. We're not gonna act like issues aren't a thing.

What's really interesting too, there's actually some, some research to support this and I wish I could cite the author, but you know, I can't, I have no idea who did the study, but I remember reading or hearing about the study where they took groups of people and they all asked them to identify some goals and then they, one group they said, that sounds great. Good luck. You know? And of course the follow up for each of the groups was at the same time frame, let's say in three months. I'm, I'm literally making that up. I don't remember how long it was, but let's say it was in three months. The second group, they said, Hey, great goals. What are the obstacles that you see happening between now and then?

What are the things that are gonna get up and how will you get through those? And group B or second group, you know, identified obstacles and how they might deal with them. What group do you think was more likely to succeed in achieving their goals? Duh. A group that identified the obstacles and figured out ways to get through them or workshopped, okay, well if that happens, then I can do this. The anticipation of thinking ahead, knowing these are gonna be problems or barriers or issues is, uh, I mean, I. Research would support, it's very effective in helping you actually achieve the goal that you have set. So really important that not only setting the issues, I'm sorry, not only setting the quarterly rocks in the one year plan, but identifying the issues, what are the things that are going to get in the way?

Let me just like close out this vision piece. So recapping real quick vision is one of the six pieces of pie in the EOS, one of the six pieces of pie in EOS within vision. There's eight components, core values, core focus, 10 year target marketing strategy, three year picture, one year plan, quarterly rocks issues list.

I swear, I swear to you, this feels overwhelming. Once you start implementing, you will immediately see the benefit. It sounds a lot as I'm saying it, it, it might take three months to two years to implement fully running, like real full on running EOS at your practice. I absolutely get how it can feel like a lot.

As soon as you start doing some of these things, you will feel lighter. I, that's my guarantee, right? Thinking of the marketing strategy, that's my guarantee. But really, you will feel lighter when you start to do this. So please, if you were listening like, oh my fucking Lord Tara, I don't think I can do all those things, you absolutely can do these things.

Having a leadership team in place is so helpful and effective, and you will feel lighter as soon as you start. I promise you.

Okay. This is all helpful, this vision component and this, these eight pieces in particular because they get you clarity and when you have clarity on something, you feel better. Not only do you have more confidence and you feel more self-assured, and you feel more grounded in what you're doing and what's happening and why.

Also, you're better at decision making then, you know, well, shit, that squirrel looks super fun to chase, but I can't, like, this is my goal for this quarter, so I can't do that right now. And maybe you, you know, capture the squirrel and put it on a list somewhere so you can assess whether or not you wanna chase it later.

But for right now, you know that this is my 90 day goal, or my 90 day goals is plural. You don't, what am I trying to say? It's really hard to lead a team if you don't know where you're going and you don't know how you want to engage in the process of getting there.

Let's move to traction. So if vision is pie in the sky, which I don't necessarily think it is, but if vision is pie in the sky. Traction is boots on the ground. It's where rubber needs road. Traction is execution.

Vision is where we're going. Traction is how are we getting there? Specifically, how are we gonna do this? There's a couple of key ways to ensure that we maintain traction in our business. One us through the quarterly rocks. So. We talked about quarterly rocks and vision. Excuse me. What I didn't say is that you only take a handful.

So that sense of if everything is urgent, then nothing is one of those, um, issues that group practice owners can fall into with goals not getting done with quarterly rocks. You don't take more than there's, there should not be more than three to seven. I don't like more than three per person. I, that is our limit is three per person, whether they're company rocks or individual rocks.

I think, I think in traction they say you can take on more. I, I feel like I've heard five before and that just really seems like a lot of quarterly goals if they, you know, we're trying to prioritize and make sure things get done. Three is about our, my anecdotally, it's our limit. That's the limit for anybody at my practice.

I. So the quarterly rocks, when we set these three to seven priorities per quarter, let's say seven, for the whole practice, we not only set the rocks and we clarify, they should be smart, you know, specific, measurable, achievable slash attainable, realistic, timely. But we also set a clear owner.

There has to be someone responsible for the rock being completed or not. Being the owner of a rock does not mean you're the only person who is working on it. I might have a rock, but I need to pull in my marketing director or my director of clinical ops, or my integrator, or my client care coordinater, whoever it is. I might have a rock that I engage with other people to get done- that's collaborative. But it's my rock to own. It's my responsibility that this thing gets done. So when we talk about having an owner for a rock, that's really what we mean is that there is, at the very, very end of the day, you look at one person and you say, did that get done? And it's them who says yes or no.

No blaming no. Well, you know, so and so didn't do blah, blah, blah. That's on you. Did you set a deadline for that person? If you set a deadline and it was missed, why didn't you bring it to the issues list, bring it to the table, and work through it with us. It is one person's responsibility for ensuring completion.

Having an owner equals accountability if that's not obvious. And then with that accountability piece, we know that progress, as we're checking in on progress, as we're going throughout this quarter, we're looking at one person to say, Hey, is this rock on track? Are we on track or are we on track? So setting quarterly rocks is one way to make sure we are executing, that we're working towards traction, that we're engaging in traction.

Another way is of meeting pulse. I don't like meetings that waste my time. I don't like meetings for the sake of meetings. I like meetings that are functional and useful and robust. They need to be full of relevant information and I wanna get straight to it. I don't wanna sit around bullshitting for two hours.

So when we do a meeting pulse. We operate again with EOS in mind, they have something called a level 10 meeting. These are weekly, 90 minute meetings with your leadership team with a very structured agenda. In that agenda there is baked in a rock review where you look at rocks and you ask each person whoever owns a rock, is this on track or off track?

If you're not using EOS and you're not using level 10 meetings, fine. If somebody owns a goal, a quarterly goal at your practice, there needs to be something where you're able to check in with them on a weekly basis and say, is this off track or off on track or off track?

And they just say yes or no. And you might say, what are the issues coming up? What do you need to work through to keep it on track? What's the next step? And so having something where you're able to check in on the progress of that rock is part of traction.

What this also does kind of, I would say indirectly, but sort of directly. So the direct thing might be that we're working on this quarterly rock, but what it also does indirectly is keeps us all oriented towards the goal, towards the bigger vision. We're rowing this way. This is why this is our purpose. This is our what we're doing, why we're doing it, how we do it together, where we're going.

That's all wrapped up in vision. Traction, ensures that we stay tuned into vision and that we get shit done. So again, these weekly meeting pulses, for example, having a clear owner for quarterly rocks, for example, if you're not, again, if you're not doing Elton style meetings, even having a 15 minute standing meeting with the owner of any rock saying on track or off track, what do you need from me to stay on track?

It's off track this week. What's coming up? What do we need to work through? And so you're still helping work through key issues, but making sure that you all stay on track with that quarterly goal. Woo.

One more little piece about traction people. How do I wanna say this? It's not typically the case that people don't have goals or even maybe a strategy where they're like, yeah, we're gonna approach it this way. It's gonna be great. What generally fails is the follow through- where people aren't following through consistently. There's not this checking in point. I know if I don't have, if I didn't have L10 baked into my calendar, it's just there same day, same time every week, same people, same agenda like we're doing this is, this is just it. This is what my Tuesday looks like for 90 minutes. If that wasn't there, how often is it that two weeks go by or a month goes by and you think, holy shit, where did that month go? That's what would happen with all of your goals. It's the exact same thing.

So having something in place where there is consistent follow through, checking that in progress, ensuring follow through that is that is it for at traction, that's just a key component to traction.

So that's the traction component. And again, vision is one piece of the pie. Traction is another piece of the pie.

Let's shift now into- you might feel overwhelmed, like how do you start if you're feeling busy or if you're feeling overwhelmed. There's a few different things. Um, I don't think you need to do all of these at once for the record, I do think at least starting with one could be helpful. One is start with the vision and traction organizer.

So the VTO is a document where it basically captures all eight questions of vision. So the eight questions, the core value, the core focus, the 10-year target, like all of those live on what's called the v slash to the vision slash traction organizer. That's a little bit of a bigger to do. That's a little bit of a bigger ask because that means you would have to work through what are your values, what's your focus, what's your 10-year target, et cetera.

Totally doable. That might take you a few months to really build out. If I'm being like. If I'm being honest and if I'm trying to level with you, that might take a few months to build out. If you want to start there, then start there.

If you're not implementing EOS formally, or you're not like trying to do it in the EOS style way, 'cause there's a very specific way to implement, you just need one thing to take away, go to your VTO.

A second thing you can do. This might actually be easier, honestly a little more within reach, maybe the lowest hanging fruit, so to speak. Just choose one to two rocks for the quarter. The easiest way to come up with rocks is to ask yourself, what is the most important thing that I need to accomplish in the next 90 days?

Or what are the most important things, plural, that need to be accomplished in the next 90 days? I don't care how many things are on that list. You could list 15. Pick two to three, go through the list and say, okay, whew. So what can wait? Like what if it had to, what can wait and sort of whittle down that list until you get to one to two items?

Another thing you can do right away, just start a weekly meeting rhythm. That's it. If you pick your rocks for the quarter, you, you pick these 90 day priorities, even if it's by yourself. Set a 15 minute internal check-in. Where you ask yourself, am I on track or on track for this rock? What are the issues that are coming up for me to get it accomplished? And you just get in the rhythm of constantly sort of tuning in with yourself. If you have a team, it would be a meeting with your team and you're checking in on everybody's rocks, who's on track, who's off track, or are you on track or off track?

And then what are the issues? If people are on track, leave them. I don't, I don't wanna hear about it. If you're on track, if you're on track, I'm trusting that you're getting your shit done. Don't gimme a status update. Nope. Just. You do you, you do you boo boo. That's also the ownership piece. If they're accountable for this thing, I'm gonna trust that they get it done.

If they are off track, we can work their issues together if they need to. Sometimes they say, Nope, it, it was just a scheduling thing this week. Like, I'm overwhelmed right now, but I'm on track for next week. Cool.

Okay. A, a last thing for like getting started.

If there's just one, you know, overwhelmed with all of this. If you have a leadership team, pull them in, period. Pull in your leadership team to be a part of this. You can do it alone. I would not recommend doing it alone, especially if you're a visionary type. You're gonna need some folks around you to help you stay grounded and consistent.

I know I do. Anyway. And so pull in your leadership team. If you're like, why don't we have a leadership team? Tara, maybe find an accountability buddy. Accountability buddy. It's a fucking mouthful. Find somebody that you can check in with on a weekly basis where you're each setting quarterly rocks where you're checking in consistently.

So those are my four. If you wanna get started. If you're really overwhelmed, you're like, I'm so busy. Are you so busy that you can't have a 15 minute meeting every week? Just a quick check-in? No, probably not. So I would say set some goals, 90 day, most important priorities. Have that standing meeting, 15 minutes on or off track with your rocks. At least then you know, you're actively working towards these important priorities towards these goals.

So let's recap real quick. So we talked about why goals fall flat in group practices. We touched on vision, we touched on traction, which again, vision and traction are two pieces of that EOS pie. We've real briefly talked about how to get started, even if you're busy or overwhelmed, which I would say most of us probably are.

So, three final things. Number one, subscribe to the channel. If this resonates with you at all, if you're interested in EOS, if you feel like, fuck, I really wanna implement this thing, I need to think more about culture, I need to think more about my practice and hiring and implementing EOS, just subscribe. This is the entire podcast. It's all about culture, EOS, leadership, organizational structure, employee health, all of those things. Things that I love, things that I think resonate with a lot of people. That's one thing. So subscribe.

Two more things. One is a free Facebook group, so I do a free Facebook group called the EOS Collective for Group Practices. If you can't tell from the title of the group, it is an EOS Collective for Correct. So whether or not you are leadership or an owner. Join the group, www.facebook.com/groups/eos collective, and we just talk EOS, people who are implementing it, people who want some support around it. People who wanna be with like-minded folks who are using EOS in their practices. It's a great resource.

Third thing, I do an EOS Mastermind twice a year, and in this mastermind, the sole purpose is to help people integrate EOS into their practice. I am not an EOS implementer. I will say that from the outset. I love EOS, though. I understand it fairly well. I use it on the regular. I troubleshoot this with people frequently, and I wanna help people implement it in their practice. I know how overwhelming that implementation process can be to get it going in your practice.

So the Mastermind is a six month mastermind for people to implement EOS in their practice twice, meeting months, twice monthly meetings, plus twice monthly working meetings, plus private portal, private Facebook group, all those things. So, and a place where you get direct feedback on things that you're trying to implement. Really, really helpful. I've had great feedback from it so far.

And, uh, you can join the wait list at www.taravossenkemper.com. Hover over, work with me and then select EOS Mastermind and sign up for the wait list there.

Oh my goodness, this has been, I hope this has been helpful. I, you already know, I love EOS, so thank you for being here with me. Thank you for making this awesome. I'm looking forward to seeing you next time and otherwise, bye. See ya.