Tania joins me on the podcast to talk about her previous career and how it has shaped her to be an EOS implementer. As working in the TV industry she learned a lot that has helped her teach others how to be a quality leader in the workplace. Not only does she talk about specifics in the work place but also how it has helped her in her own career.
Full transcription below: (may contain typos)
[00:00:00] Tania: [00:00:00] So using the accountability chart, which is. Looks like an org chart, but functions so much differently because you're structuring around the most important functions of an organization first. So structure first and then defining what does the seat look like? how am I going to hold you accountable?
And then you put a name in the seat. So you've got somebody who has the skills, knowledge, and ability to do an incredible job with excellence and success. [00:01:00]
Keerstyn: [00:01:00] welcome to the podcast, Tanya. I am really excited. You're here today. Can you just give us a brief, understanding and background of how you got involved in your work and then what you do now?
Tania: [00:01:09] Sure. my background is, as a professional EOS implementer and how I got here, was growing up in an entrepreneurial family and I experienced firsthand the highs and the lows of business cycles.
So out of college, I worked in television and after a quick stint in front of the camera, I was drawn to the creativity. Behind the camera. And it led me to start my first business, which was a media production company and like any small business. I was really good at a craft or, producing a product or a service, but not necessarily had a lot of experience running a business.
And I grew the company to the [00:02:00] point of needing to hire a team to help me get it all done. And I was terrified of having a team be reliant on me for their livelihood. It does give me a ton of empathy for business leaders though. So that's good. and knowing about EOS back then would have likely produced different results.
Ultimately, I shut the company down and went to work for a regional insurance and risk management services firm. And I spent 15 minutes there. Or 15 minutes there. That's really funny. That's not very much experiences at
so I spent 15 years there and was instrumental in helping it grow from 10 to over 30 million in revenue and leading marketing innovation and technology teams. It gave me a ton of intelligence and insights into the business side of everything. being an owner and becoming a [00:03:00] member of the leadership team and also the board of directors.
What was there that I actually discovered EOS and EOS stands for entrepreneurial operating system. As a member of the leadership team, I helped build the company's vision, help cascade it throughout. Every level of the organization to help get more traction, which really is discipline, accountability, and execution.
And I became an internal implementer of our EOS systems. Okay. And I had so much passion for the impact that it had on our company and our people. It led me to found growth spark. And for the last year and a half, I've been working full-time to help as many business leaders and their teams get more of what they want out of their
business.
Keerstyn: [00:03:56] Yeah, absolutely. That's awesome. I'm really glad that you went through all of that. [00:04:00] Cause that's an interesting take on it, especially that internal implementer. What were some of those things? Did you go through the training to become an implementer or was it just thrown at you or what did that transition look like?
Tania: [00:04:14] The transition. we had used an implementer out of Chicago, Todd smarts, and, he is a master he's Yoda when it comes to this stuff. And, he has a philosophy though that, Graduating EOS companies. So he can bring on more is how he runs his EOS practice. And as we graduated after about two or two and a half years, working with him. Somebody needed to lead our sessions. And so he did a great job at providing me with insights, and tools, techniques, that kind of thing, coached me before each of our sessions [00:05:00] and, between getting that coaching, running our sessions and mostly watching the impact in our company.
It was, all of those things that led me to say, I know that there are more companies out there that. Can use this, that need this, that wanted, that might not even know it exists. yeah, that's, it's a huge passion. I use the words a lot living in my zone of genius, which actually comes from Dan Sullivan's unique ability, concepts of, but, this is me living in my zone of genius when I can help other companies get more of.
What they want, which is often around people process or profit. not always, but, when they start to harness all that human capital energy and move it forward in alignment. And creating an [00:06:00] environment of accountability. It is game-changing and, that's really where I live. Like my best professional life is hearing those stories and watching the impact.
Keerstyn: [00:06:12] Yeah, absolutely. That's awesome. I'm glad that you went through those three things to the people, the process, and then the profit too. What are some of those things that you do to help that people side, within the organizations that you work for? Obviously, I'm sure it's a ton because people are the number one, asset of businesses.
But what are some of those things, and tools and processes that you bring them through?
Tania: [00:06:38] one of the biggest is making sure that a company is really clear on what it means to be the right person in the company, which means that they fit the core values and the culture and being in the right seat.
So using the accountability chart, which is. Looks [00:07:00] like an org chart, but functions so much differently because you're structuring around the most important functions of an organization first. So structure first and then defining what does the seat look like? how am I going to hold you accountable?
And then you put a name in the seat. So you've got somebody who has the skills, knowledge, and ability to do an incredible job with excellence and success. So right. People, right seat. That's huge. And there's more to it than that though. that's a bit of a foundation of EOS because when you break down any organization breaks down into six key components and obviously the people component is huge, right?
Because people are your biggest asset, usually your biggest pain in the ass too. So you need to get rid of some of the pain around that. So it also helps create TeamHealth. What we're [00:08:00] striving for is open, honest, cohesive teams. People that can raise their hand and say, I have a problem. We need to solve it.
And also the health piece. I'm a huge Patrick Lencioni fan. And, the reason I bring that up is in his five dysfunctions of a team trust is the foundation of everything and it leads to greater results. So if you can build more team health, you can build more trust and that's, it starts at the highest levels of the company and it cascades down and.
I think the third thing then beyond the people component, the right people, right seats and the team, trust and health. The third thing is creating better leaders and managers within the organization. that old adage of people don't leave companies. They leave managers. So how can we create a better.
[00:09:00] Relationship or environment. And, so helping companies do that as well. And I think that, when ...
