Connie joins me to chat about goal setting and what we should try to aim for when making goals that will lead to positive metrics. Not only does Connie help us understand what we should be looking for in these goals but also give great examples on how to do make these goals.
Where to find Connie:
Linkedin
Full transcription below (May contain typos):
Connie: [00:00:00] [00:00:00] so they may measure number of client, meetings and instead of a weekly goal, and somebody has to own that number.
It doesn't mean that's the person who has to go do 10 meetings. It could be a sales team of five people, but we're going to look into the eyes of that person when they're on the leadership team. When that number is at met each week. And have a discussion about what went sideways.
Keerstyn: [00:00:43] welcome to the podcast, Connie. I am very excited to have you here today. Connie Schwann is with us and she, is an EOS implementer. do you want to give us a little bit of a better understanding of how you got involved in what you do now and then who you serve currently?
Connie: [00:00:59] about, [00:01:00] actually 13 years ago, I hired an EOS implementer at my last company. I was walking around my company. And my leadership team just kept rolling their eyes at me going, Oh, she'll go away at some point because I knew I wanted something, but I didn't know what I wanted. I, it, I felt unsettled.
we were successful that it wasn't like we were dying on the binary or anything, and we have great team. but something just didn't feel right. And I was invited, by a local business friend, to a workshop. there was a be presented by a gentleman named Mike Payton all about ELs. And I thought, okay, what's the, so I looked up POS found their website and was reading it going, Oh my gosh, this is what I'm looking for.
So I signed myself up and my CFO to go. unbeknownst to her, and this was a person who didn't like going to big meetings and would be so thrilled that I had signed her up. And I announced that on like Monday morning, Hey, guess what we're doing in three weeks? [00:02:00] No doubt. She was so excited. it was awesome.
yeah, that was our guests. But as like what happened? I had an opportunity to do something else that morning. I was requested to be someplace else. And so I sent her by herself, made her even more happy, but she came back from this meeting. So excited and lots of pages of notes. And she said, get this guy in here, you have to meet him.
Now I get what you're looking for. So we hired an implementer. it's about a two year process. And then I ran the company on EOS for another five years after that. And in that period of seven years, Peyton said to me, if you ever get tired of doing what you're doing, call me, I think you'd be a great implementer.
So seven years ago when I closed my company, I thought. What's the next, I decided that I would explore becoming an implementer. And I come from the time when Gino Wickman who wrote traction, which is what dos is based on hand selected everybody that went through his bootcamp. And, so I was [00:03:00] accepted into boutique.
Yep. and I've been doing this for almost seven years now and having a title in my life.
Keerstyn: [00:03:04] Awesome. Awesome. What were some of those things when you were in your organization that you were looking for? What were some of those pain points that you were just like trying to get over and over, and I'm sure that a flavor of the month occasionally came in and you tried it and it didn't work.
What were, what did EOS solve for you that
Connie: [00:03:23] you've been
Keerstyn: [00:03:23] looking for so long?
Connie: [00:03:25] we had never done anything like the star at our core values. and and that's one of the foundational, exercises in EOS, as we help companies implement it is to, and core values are discovered.
They're not something that you get five staff together and put it, lock them in a conference room with a bottle of water as Steven saltines and tell him to come up with the best. They come from the leadership at the top, because core values are it's. Your culture is who you are as a people. and interestingly, when we went through, but I didn't know that at the time I just felt unsettled.
it just didn't feel right. I felt [00:04:00] one of the things we talked with our clients about is this concept of hitting the ceiling. It doesn't feel good. You don't know what's wrong. As I say, it's not as though we were not doing it. Good work. And we were rolling and really liked us. And we like them and we liked each other, just felt, I kept walking around saying we have to do this something different, but I don't know what the difference is.
Yeah. Once I understood what the 16 components of a business is, I could see where we weren't necessarily super strong. So great example is we have a data component that we teach and what we teach that we help our clients identify the activities they do each week to get the results that they want.
And that's a measure of those every single week. we did what every one of my clients do. I would walk in and look at my marketing guy going, how are we doing? Even all of us were on it. Oh yeah. We're at [00:05:00] 110%, of ever here. And I go, Oh, okay. What does that tell you? Okay. As a CEO of a company, it was just as guilty of running on emotions and that hardcore data.
And there's just a million of those kinds of examples. that we did. And, and interestingly, when we discovered our core values, we had some people leave our company because once they understood what it meant to work with us, not for us, but with us, they knew they weren't that person.
Yeah. I see that happen all the time. And one of those people was on my leadership team. That's hard, 19 years.
Keerstyn: [00:05:38] Yeah, that's really hard. And I'm sure a weird transition
Connie: [00:05:41] to yes, it was. Yeah. Yeah, absolutely. Absolutely. Absolutely.
Keerstyn: [00:05:47] Interesting. I really liked what you said about people were just like flying on their emotions and not hard data.
What does, what do your clients feel after the, during that process of let's [00:06:00] get to the hard data, let's try and figure this out. Is it oftentimes. Like a five step hurdle process where they start it and then it's okay. And then they realized that we need to do dive deeper into it.
What are some of those things feeling during that and how do you help them get through that?
Connie: [00:06:17] one of the things that I w we all do this, not just me, but one of the things I always tell every single client when I first meet with them, is that implementing EOS is a journey. And there's never going to be a day where you suddenly wake up and go, ah, We're running we're to ask you to do a lot of things that may sound really silly that a client may look that going, why does she want us to do this?
But it's that repetitiveness. And you get to a point where you clearly understand that we're running our company on EOS. and so when it comes to, the tool for measuring. Getting strong. The data component is all the scorecard and what we've been taught in [00:07:00] business, all our lives is to measure lagging numbers.
And you look at the end of the month, did we hit our sales fall? Did we have a profit, or whatever your measurables are. Okay. The problem with that is it's now the end of the month and what ca...
