EOS Book: Great Boss

"Great Boss" by Gino Wickman and René Boer

Purpose: This document summarizes the key principles and actionable steps outlined in "Great Boss" for becoming a more effective leader and manager. The book focuses on practical tools and strategies derived from the Entrepreneurial Operating System (EOS) to help bosses create high-performing teams and achieve better business outcomes.

Main Themes:

• Redefining the Role of "Boss": The book encourages embracing the title "boss" with pride, emphasizing that it signifies someone in charge who leads and manages people. It advocates against diluting the title with softer terms while stressing the importance of responsibility and avoiding arrogance. " We urge you to wear the title 'boss' with pride. You’re in charge. Be in charge. Don’t be apologetic or tiptoe around it."
• The "Get It, Want It, Capacity to Do It" (GWC) Framework: This is a foundational concept. To be a great boss, one must possess a natural aptitude ("Get It"), a genuine desire for the role ("Want It"), and the emotional, intellectual, physical, and time capacity to perform the job ("Capacity to Do It"). "To fill that role, you must: 1. Get it—have the aptitude, natural ability, and thorough understanding of the ins and outs of the job; 2. Want it—sincerely desire the role; 3. Have the Capacity to do it—possess the emotional, intellectual, physical, and time capacity to do the job." The book states that while “Get It” and “Want It” are essential and cannot be taught, “Capacity to Do It” can be developed.
• Delegation and Elevation: Effective delegation is crucial for maximizing a boss's time and capacity. The "Delegate and Elevate" tool helps identify tasks that can be delegated to free up time for higher-level activities. "You can’t be great at everything, and you’ll never have the time to become a great boss if you don’t let go of the things that bog you down."
• Surrounding Yourself with Great People (Right People, Right Seats): Building a strong team is paramount. This involves identifying and hiring individuals who align with the company's core values and possess the necessary skills and passion for their roles. The People Analyzer is introduced as a tool to assess alignment with Core Values and GWC. "The best executive is the one who has sense enough to pick good people to do what he wants done, and self-restraint enough to keep from meddling with them while they do it."
• Leadership, Management, and Accountability (LMA): This framework emphasizes the importance of providing clear direction (leadership), effectively managing people and processes, and holding individuals accountable for their performance.
• The Five Leadership Practices™: These practices define effective leadership and include providing clear direction, providing the necessary tools, letting go of the vine, acting with the greater good in mind, and taking Clarity Breaks. "The essence of leadership is to get others to do something because they think you want it done and because they think it is worthwhile doing."
• The Five Management Practices™: This involves clearly defining roles and responsibilities, setting measurable goals, keeping people informed, being fair and consistent, and solving problems effectively.
• The Quarterly Conversation: Regular, structured conversations with direct reports are essential for coaching, providing feedback, and addressing issues proactively. "As the boss, you must take the first step to keep the relationship from fraying. You have to catch it just before the fray begins, usually around the ninetieth day—hence, a Quarterly Conversation."
• Addressing People Issues: The book provides guidance on handling various people-related challenges, including "Right Person, Wrong Seat," "Wrong Person, Right Seat," and "Wrong Person, Wrong Seat" scenarios. It emphasizes the importance of addressing these issues promptly and decisively.
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