May 14, 2020 • 42 mins
Does your corporate culture need to a change in order to survive remote work and the new business norms? For one company in Denver, Colorado following the Entrepreneurial Operating System (EOS) has been the change the company needed in order to survive the changing economy.
Listen in as Derek Taniguchi, of NetResults, discusses how this is the perfect system for creating a culture of traction.
About Derek Taniguchi
Derek is an award-winning COO at NetResults. As an experienced executive leader specializing in the implementation of an operational framework and developing high performing teams for early and second-stage companies. Derek’s life goal of creating a positive legacy, both through his work life and through family and friends.
His personal passion for continuous improvement (Kaizen) translated into a program he developed in 2013, the Employee Development Program (EDP), which provides team members with a playbook to take both their personal and professional lives to the next level. His ability to align his team and execute on strategy has led him to be the serving Chief Operating Officer for two separate Colorado Companies To Watch (CCTW) winners.
In his free time, you could find him spending time with his wife, daughters, and friends and if that wasn't enough to he's an avid Obstacle Course Racing (OCR) competitor.
About Kyle Hamer
A sales and marketing veteran with a deep understanding of strategy, digital marketing execution, and using technology to enhance brand impact. A hands-on leader with a passion for solving business challenges with process, operations, and technology. When Kyle's not tinkering on businesses, you'll find him spending time with those he loves, learning about incredible people, and making connections.
About Hamer Marketing Group
Market growth for a new product or service is often limited by market distractions, unreliable data, or systems not built to scale. Hamer Marketing Group helps companies build data-driven strategies focused on client acquisition and sales development supported by the technology and operations necessary to create profitable growth.
Mark as Played
Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Kyle Hamer (00:04):
Hello and welcome to the summit, the podcast where we
bring knowledge and insightsfrom industry leaders and
professionals.
No fluff, no double digitovernight growth skis.
I'm your host.
I'm on a mission, the blanksecrets to success in business.
We're having real conversationswith real people on how you get
answers, progress in your careerand move your business forward.
(00:26):
Today's guest joining us on thesummit is Derek is Derek
pedagogy.
Derek, welcome to the show.
Derek Taniguchi (00:38):
It's funny because you know we just talked
about you got it right?
You got it right?
Yeah.
Thank you for having me.
File.
Kyle Hamer (00:50):
Welcome to the show.
For those of you who don't knowDerek, he's an award winning COO
and the results as anexperienced executive leader
specializing in theimplementation of operational
frameworks and developing highperforming teams for early and
second stage companies.
Derek's life goal of creatingpositive legacy through both his
work, his life, and through hisfamily and friends.
(01:16):
Derek's life goal is creating apositive legacy through both his
work, his life, and through hisfamily and friends.
His personal passion forcontinuous improvement.
Kaizen translated into a programhe developed in 2013 the
employee development program orEDP, which provides members of
with a playbook to take boththeir personal and professional
lives to the next level.
(01:38):
His ability to align his teamand execute on the strategy has
led into serving as COO for someseveral high growth Colorado
companies.
In his free time, you'll findhim spending time with his wife,
daughters in France, and if thatwasn't enough, he's an avid
obstacle course racingcompetitor.
(01:58):
Derek, did I miss anythingexcept maybe the pronunciation
of your last name?
Derek Taniguchi (02:02):
No, no, that sounds perfect.
It's, it's always, it'sinteresting hearing you actually
saying it out loud was, I'venever heard anybody do that, so,
no, no.
You hit it.
Kyle Hamer (02:14):
Awesome.
Well, today we're going to talkabout, um, creating culture and
clarity during a time of crisis.
I think you're uniquelypositioned to kind of understand
this, given your, your passions,but before we get into the
topic, I really want to know howare you and your people holding
up with all that's going on inthe world today?
Derek Taniguchi (02:37):
Yeah, I mean, as a company we're holding up.
Well, I mean, from looking at itfrom an operational landscape,
we've been able to workremotely.
Productivity has actuallyincreased.
Uh, we've been able to, uh,sustain a culture, the culture
that we built.
Uh, so everything's great.
(02:59):
I mean, you know, the reality onthe other side is on the
personal side, meaning nowthere's, there's always
challenges of, you know, some ofour team being at home alone.
Uh, so we've actually workedthrough that and discussed it
internally on how do we help outeach other.
So like even this morning wejust had a morning social coffee
(03:20):
for everybody just got onlineand started laughing and talking
about life and the landscape andeverything going on with the
pandemic.
So, uh, you know, overall Ithink we're doing well.
Kyle Hamer (03:32):
W w w having a morning coffee is a little
different than a happy hour.
I've heard a lot of peoplehaving happy hours as well as
the idea of having a coffee.
That's actually really cool.
And I think it's a Testament toyour culture, but your culture
didn't happen by accident.
You guys have been prettyintentional about what you've
built in MRI?
Derek Taniguchi (03:49):
Yes, a very intentional and a lot of that is
a lot of that stems from the EOSmodel, entrepreneurial operating
system.
Um, and what that focus is, itfocuses on six key components,
vision, um, data, process,traction issues and people.
(04:11):
So those are the six componentsof ELs.
And, um, really what, what thatdoes is it enables us to have a
healthy and sustainable culture.
And we have a way to actuallycheck if that culture, how it's
doing.
We do that in a couple of ways.
Uh, we look at Gusto teaminsights and then we also take a
(04:34):
annual organizational checkup.
So we do several things in orderto check culture, check the
operational efficiency,efficiency, and effectiveness.
Kyle Hamer (04:48):
Let's say it would have been two years ago that
this had come up.
Do you think your tone but youhave going on would be in the
same spot they are today?
Derek Taniguchi (04:59):
No, not at all.
Uh, it's, there's a common thingyou pay other, say before Derek
or before EOS.
Michael, the CEO calls, calls,uh, actually dos Derek operating
system versus EOS because wwhat, what me and the team have
(05:21):
done is we've added a little bitmore than what EOS is.
Uh, but through like theemployee development program,
some other things I've learnedworking and operating on other
companies, we've put in all ofthat together here.
And, uh, one big thing is havingclear accountability, having
(05:41):
clear roles, having a clearvision, having systemization,
being transparent with everysingle person in the company.
You know, how are we doingfinancially?
How are we doing hitting ourgoals every quarter we measure
that and communicate at a stateof company every quarter.
All of that was not here at thecompany and previously to me
(06:05):
arriving, which is 2018 andprior, what we did as a company,
as we rebuilt a strongerfoundation.
Well, that's what it is.
That's what it's about.
Kyle Hamer (06:17):
Okay, well you talk about the things that maybe
you're doing and the foundation,but it all, all of us builds
itself around this idea ofvision.
I can't imagine for half asecond that in, you know, before
dos for net results that I'mread.
Seriously.
(06:38):
I don't think net results didn'thave a vision.
What do you think the biggestdifference is in getting that
first pillar?
That first cornerstone, right?
As you move, as you move intothe EOS, like what was the big
difference when it relates tovision that now allows people to
be aligned today?
Derek Taniguchi (06:55):
You know, I, I, I've, I've talked about this a
couple of ways.
If you watch sports or you'veever been in the military, you
have to understand where are weheaded?
What are we trying?
What is our common goal?
What are we all trying toachieve in order to be
successful?
Ask, ask yourself, ask anycoach, any team that's been very
(07:19):
successful.
If they'd had a clear vision,any successful team will say,
yes, we have had a clear visionand I think that's the key is
where are we headed?
You know, it's like if you'resteering a ship, what are the
coordinates?
Where are we headed to?
Otherwise you're just going toendlessly to wherever, right?
(07:40):
If you're on the battlefield,which direction do we head
together?
Right?
Sure.
If you put people on thebattlefield and you don't tell
them where they're headed,what's going to happen is we're
going to go every, every way.
But if every single person onthe battlefield knows where
they're headed, you're going tosee them marched together
(08:01):
forward.
And that's the key is to havinga clear vision that everybody
believes and has vested into isthey know where they're headed.
And that's a core component ofthis model.
Kyle Hamer (08:18):
Okay.
I mean, let's say I can get onboard with that for half a
second.
And what I mean by that, get onboard with that.
It's just like, I think there'sa lot of leaders and a lot of
owners or people, whetherthey're in management or
otherwise, the thing, Hey, we'regoing to win the super bowl.
That's for, Hey, we're going tobe the world's largest coffee
chop shop chain.
(08:38):
That's a bitch.
Or Hey, we're going to, um,we're going to take over.
Our goal is to take overmarketing automation.
What's the difference betweenthose visions and what you're
doing specifically with dos?
How's it different?
Derek Taniguchi (08:57):
Well, first of all, those visions are more like
statements and goals.
It's not growth focused.
Uh, and just based on thoseexamples, uh, you know, for
instance, our vision hasmeaning, right?
It has meaning for the founder,uh, as well as that has meaning
individually.
(09:17):
Uh, what our goal is, is ourvision is to achieve our goals
while living by the values webelieve in, right?
Um, to be the best version ofversion of ourselves and to live
balanced lives on this journeytogether.
That is our vision.
It's not, we're going, no, we'regoing to dominate the industry.
(09:40):
Right?
That's, that's, that's, that'snot our vision.
That's, that's like a goaloutside of the vision.
And you, you, you probably heardsomething about being the best
version of ourselves, um, tolive balanced lives.
That actually is tied tosomething that's key, which is
core values.
Core values, uh, are key becauseit keeps us together.
(10:06):
It keeps, it keeps the teamconsistent in the way we're
thinking when we have to makehard decisions.
Right.
Uh, because for instance, our,our, our core values are, we
deliver success, we expecttransparency, we solve problems
together.
Uh, we continuously improve.
(10:26):
We live balanced lives and wepersist.
So what that does is when we're,when we're on this journey
together, heading towards ourvision, what, what these values
do is that keeps us in checkwhen we're making decisions,
whether it's, uh, the team levelor leadership level, our
(10:50):
decisions, a lot of them,majority of them, almost all of
them are based on these values.
And these values are actually ishow we hire as well.
And how we sometimes separatefrom team members because that's
what we call right person, rightseat with the values and in, in
(11:14):
addition to the clearresponsibilities and what that
person's accountable for.
We check if they're a fit forthe values of the company.
And I think that's key in thisjourney together towards that
vision.
And, um, it's, it's, it's, it'sinteresting because we actually
(11:36):
also do performance evaluationsand, and part of that
performance part, part one, wellit's more like the second
section of part one, aperformance eval is chatting,
does this fit?
Does this person, uh, fit thevalues plus plus minus or minus?
And we go through as managersand check them and we as
(11:59):
managers are evaluated as well.
Kyle Hamer (12:03):
So when you, I mean, you got there and you said, when
you said at the top the top withthe segment that no, you
wouldn't be where you're attoday.
Two years ago as you got here,you had a vision of some sort.
And, but I think a lot of peoplewould say, Hey Derek, I've got
core values, man.
Uh, people first integrity, uh,say what you do, do what you
(12:27):
say, you know, taco Tuesday,whatever your core values are.
Like they have core values.
What, what makes it different inyour system and what makes it
different for net results.
Derek Taniguchi (12:40):
So, uh, so what makes it different is that I
think what happens in the worldand from a individual basis is
you're going to get a lot ofpeople who say they have values.
I'm not saying they don't havevalue, but the difference is if
(13:00):
you, if it's kind of, it's goodif you go and ask that any
person on the street, Hey, whatare your values?
They're going to tell you whattheir values are, but you're
going to see them struggle andtalk about, and then you're
going to also learn some ofthose aren't values.
It's more of a, it's just astatement.
(13:21):
It's not how you live by it,right?
And, and then go back a day, dayor two later or a week later,
and then ask them again, whatare your values?
I would bet you money that whatthey tell you that second time
is different from the firsttime.
The difference is that ourvalues there, they're clear.
(13:46):
It's transparent, it's part ofthe system.
It's intertwined with thevision.
It's intertwined with thesystem.
Meaning every single personknows these values.
In fact, we have weekly, what wecall it, it's a game show.
It's a trivia.
So we go through somethingcalled the VTO vision, traction
(14:07):
organizer, and some of thosequestions are, you know, widows,
our core focus, meaning thevision or the purpose, we ask
what are the values we ask ourteam and and because we hire
based on values, we think it'simportant that we live and
breathe our values.
(14:28):
So by asking the team, it'strivia.
I can tell you the differencebetween when I first came here
and now a little bit over a yearlater.
If you were to walk in my officein 2018 and you asked a person
what are values, they'reprobably, what are you talking
about?
Why do you know?
Why do you want to know myvalues?
(14:49):
And you can say, no, no, I meantI meant the values of the
company.
What do you, what is the how?
How do you live and breathe?
What does a company live andbreathe by it?
They look at you crazy today.
You go inside office ortechnically you called her a
video hangout in this currentlandscape.
And you said, Hey, what are yourvalues?
What are your, what are yourcompany's values?
(15:12):
Every single person in thecompany will be able to tell you
our values because they live andbreathe by it.
They make decisions how theywork with, with customers, how
we work with partners, vendors,everybody we work with.
We live by these values.
We lead by example.
Everything that I do or that anyof my teammates do, that's a
(15:34):
direct reflection of thecompany.
And if we're not living by thesevalues, that means it's not
reflecting well on the company.
We're not, we're not a goodrepresentative of the company.
So it's key to live by thesecompany values.
I've heard some people talkabout it being like cult-like.
It's funny, it's like living byvalues that doesn't seem Colt
(15:56):
like especially the values makesense.
I mean, a Colt doesn't say wewant to continuously improve.
I mean that's, that's likesomething I think with your
growth minded, you shouldbelieve in that.
And so there's, there's a bigdifference between previously
(16:16):
before EOS or dos to now iseverything's clearer.
What is our vision?
What are our values, again,transparency into match tricks
and where we're headed and howwe're doing and how our goal, um
, what is the path?
Like what does our traction looklike getting there?
Um, the processes are all laidout.
(16:38):
Uh, we're able to solve issues.
I mean that to me, all of thoseitems, in addition to a program
that focuses on personal andprofessional growth, that's
culture.
That's what makes up culture.
It's not fancy words.
It's not slogans on the wall.
It's not having snacks inoffice.
(16:59):
It's not having catered lunches,right?
It's, it's all about the overallfoundation.
That is what creates culture andthe key components of that
foundation.
(17:33):
Oh, I think I'm having an issue.
Sorry, hearing you.
Let's see.
Yeah, I can't hear you.
Kyle Hamer (17:51):
Can you hear me now?
Derek Taniguchi (17:52):
There it goes.
I can, yes, I can hear you now.
Kyle Hamer (17:55):
Maybe I should have unmuted myself instead of
meeting myself.
Derek Taniguchi (18:03):
I've done, I actually did that earlier.
I mean, I started talking andeverybody's like, Derek, Derek,
you're off.
You're on you.
I'm like, Oh, hold on.
Sorry.
Kyle Hamer (18:12):
Yeah, that's on me.
So you, you just talked aboutthe elements that are required
for creating this culture.
You've got the vision, you'vegotta have values in how people
behave ends up becoming theculture.
But there's, there's anunderlying element that you
talked about in, in gettingalignment.
(18:32):
The VTO, why is the VTO inreviewing it and having
everybody understand thatparticular items, so important
to creating the culture thatallows you to survive chaos.
Derek Taniguchi (18:47):
So the VTO stands for vision, traction
organizer, and that consists ofyour core values, your core
focus, which is your vision,your purpose, your niche.
It, it, it provides your tenuretarget and also provides, uh,
your, your one and three yeargoals.
(19:08):
Uh, what does that look likefrom a revenue profit
measureables and then it's trulywhat does it look like?
It could be, for instance, uh,you know, as a company we're
able to pay everybody abovemarket salaries, right?
Uh, that's what it looks like.
And, uh, in addition to has ourmarketing, like demographic,
(19:31):
geographic, firmographic has allof that clearly laid out so that
everybody knows, okay, these arethe type of, um, customers we're
going after.
Uh, so everybody's clear onthat.
Uh, so that's, that's key.
And the VTO has all thiscompiled in one place.
(19:52):
How many companies, Kyle, haveyou worked with that have
everything that I just said,compile it into a two, three
page document that's accessibleby everybody?
Kyle Hamer (20:05):
Well, I would say that the majority of the
companies that I've worked withthink they have that compiled
into a two or three pagedocument.
But, but really these either a,not enough, there's not enough
detail to make it feel like aplan or B, there's too many
platitudes to make it feelmeaningful.
So a lot of companies struggleto strike the balance between
(20:26):
detail and inspiration inpulling off the VTO.
What makes your cocktail or your, your mix work?
Derek Taniguchi (20:36):
When do you, what's something I heard is, uh,
platitudes and detail?
Um, I think, I think it's, it'sa weird, it's not, it's
detailed, but it's not overdetailed.
But I'd say it's, it's like keycomponents, right?
(20:56):
Because here, here's what I sayto any company.
Most companies, they do have amarketing plan, right?
I mean, you're in marketing,you're a marketer, marketing
operations.
You consult on that?
Uh, so some companies just go,well, what do you think is the
bare minimum?
We need to have know pure, let'sjust say pure ELs consultant.
(21:20):
The purity in it says, well, youneed to have the whole thing.
You know what I say?
I say, you know what?
Obviously you have some goals.
A lot of companies have somegoals, right?
Focused on having the valuesand, and you know what your
(21:42):
vision, your purpose and yourniches, those things together
are key.
They are the backbone to how youcould get traction as a company.
And, and stay on horse becauseagain, if you're hiring, okay,
let's think about, for instance,Uber, what's going on there in
(22:06):
the last several years?
Lawsuits, sexual harassment.
I'm sure there's some level ofbezel.
I dunno, there's a lot of goingon and you can think of various
companies that go through this.
Do you know why?
Because they're just hiring tofill seats and they don't even
know if those seats, if theright person is there, but
(22:28):
they're thinking, you know what,we're gonna, we're gonna hire
based on some values and makesure that when we hire the
person, they're clear on ourvision, what we're trying to
achieve, where our journey'sleading to.
If they could get aligned withthat and we know they're
(22:50):
aligned, that's key.
One way we, one thing we do forinstance is we actually have, uh
, when we interview, we have anassessment that's actually, uh,
a conscientiousness assessment.
And uh, because if a person'sconscientious when it comes to
(23:11):
solving problems together, whichis one of our core values, if a
conscientious person, they'regoing to be collaborators
because they're going to bethinking about, you know, how
does this affect what, you know,my teammate over here or this
department, they'reconscientious.
They're always self-aware andaware of their surroundings.
We have team members take thatassessment and that's how we
(23:33):
hire.
That's one of the ways.
So the thing is, is when, whenyou said, you know, companies
think they have it or they haveit on paper, you know, we have
it on paper and it's very, veryclear.
I would share this out withanybody.
It's not a secret.
(23:54):
It's really no secret.
I'd share it out with, with anycompetitor I would.
Um, because it's no secret.
The key is the difference.
The differentiator.
If you want to know that it's aFrench hater, someone could try
to replicate this, but I got toask them, are you living and
(24:15):
breathing?
Buy this.
Buy this vision, tractionorganizer.
Does your whole team, are theyaligned?
Do they live and breathe by thevalues, by the vision?
Do they live and breathe that?
Majority of the time when you gointo these companies, you're
gonna find people.
(24:36):
They're there to collect thepaycheck.
I call those renters.
You want what I, when I speakabout ownership mentality, when
you live and breathe the valuesand you believe you're vested
into the vision and the stepsand everything it takes to get
there, you're a holder.
That's what it comes down to.
(24:56):
That's a big differentiator.
Kyle Hamer (25:01):
That is a big differentiator.
And I think, you know, if wetalk about navigating crisis,
um, I'm a, I'm a big, uh, so I'mgoing to comment on a couple of
things and then I'll switch itfor the next question here.
But I'm a big NebraskaCornhusker fan and anybody who
knows anything about Nebraskafootball knows that in the 1980s
and 1990s, they had their ownversion of the, um, their EOS or
(25:27):
the BTO and it was out thereeverywhere.
You knew they were gonna run,right?
You knew they were gonna runleft and they were going to run
up the middle in about everythird play.
They were going to do some sortof option click.
The playbook was pretty vanilla.
What they did was pretty basicand, and everybody knew what was
coming and they still couldn'tstop it.
(25:49):
So I love the level ofconfidence that you have when
you're like, look, I'll shareout what we do for our, our VTO
with, with anybody, includingour competitors because Hey, you
have to learn to live it.
You have to learn to be it.
You have to learn to not onlylive, breathe, breathe it and do
it, but it has to become a wayof life.
You have to execute is thatthose were the elements that I'm
(26:09):
taking away.
And if I miss something, pleasecorrect me.
But my question to you is, is,okay, I'm in the middle of a
crisis.
I haven't built a reputation.
I haven't built the stability.
I haven't done these things yet.
How do I do this right now?
Or, or how can I navigate this?
I'm going to take my dos system.
I've listened to this podcastand I've listened to Derek
(26:30):
talking.
I'm like, yeah, I need that.
I need that.
How do I do that tomorrow?
Or even today for my company,for my team, for myself.
Derek Taniguchi (26:39):
Yeah.
You know, it's, it's, uh,that's, that's a very good, and
it all starts with the person atthe top.
So if you're saying that youKyle Hummer and you're saying,
you know, I need this, you'rethe owner of your own company,
right?
You are the principal CEO,that's great.
(27:02):
You have to be committed.
And you have to know that thisisn't a short game.
It's a journey.
It's a long game.
So if you're, if you're reallycommitted and you read the book
traction, or you read the book,what the heck is EOS?
And you're like, you know what?
I really believe in this.
(27:24):
Well, believing and committedare two different things, right?
You gotta say, okay, I'mcommitted to the long game and
it's going to be challenging.
It's going to be painful, but Iam committed to it.
That's step number one.
So any of the CEOs, even CEOsout there, founders, you're
(27:47):
thinking this all sounds great.
Ask yourself and don't bullshit.
Like say, Hey, you know what?
This all sounds great, but can Ireally be on board with this for
the next 10, 20 years?
Can I?
And you've got to ask yourselfand be truthful first.
(28:09):
Number one.
So once you get past that, andlet's just say you're like, I
could do this.
I know it's going to be painful,there's going to be challenges,
it's going to take a lot ofeffort.
I know what the fruits of thelabor will be.
Great.
Next step is there's, there'sseveral things.
There's, you can try toimplement it yourself.
(28:30):
Invest ways through resources onthe traction ink or the EOS
worldwide.com website.
You go hire ELs coach.
Uh, there's, I think about 14here in Colorado and there's
probably hundreds across the U Sand thousands across the globe.
(28:51):
Uh, I know this is the spansglobally.
You could get an ELs coach, uh,you know, in, just to be
transparent, I know in the U Syou're going to be paying three
to$10,000 a session, and that'sthe next step.
Talking about sessions.
You're going to take a two daysession, uh, or I mean a two day
(29:13):
, but two sessions that we'll gothrough.
Building your vision, tractionorganizer, all the components of
it, your vision, your values.
You're going to build youraccountability chart, which also
is part of right person, rightseat.
Uh, with that shows is, I know alot of your, like, what is the
accountability chart?
(29:34):
It's, it's really, when you lookat it, you're gonna be like, Oh,
that's an org chart.
But no EOS person, we'll call itan org chart.
The big differentiator is thaton our accountability chart has
clear responsibilities undereach position on that chart.
(29:55):
And you don't feel you don't,it's all about right person,
right seat.
So you don't create seats orpositions for people.
You create positions or seatsbased on, or your company's
trying to go.
So you create the seats and thenyou find people to fill them.
So you're going to go throughthat process.
(30:17):
And then once you go throughthose initial two to three to
four sessions at Barry's foreach EOS coach, uh, you're
gonna, you're gonna have thiscadence where y'all going and
you're going to have what theycall level 10 meetings, uh, and
it's not that leadership level.
And you're going to have L two Lthree level, which is like
(30:38):
leadership.
And then you might havemanagement or executives and
then middle management and thenyour team, each level with an
eight, various departments havethese level 10 meetings and
they're like on a weekly orbiweekly basis.
And then outside of thosemeetings, you're going to have a
strategic initiatives calledrocks.
(30:59):
And that's part of the tractioncomponent of ELs.
You're going to learn what thoseare and that's a key component
because that's how you get shitdone.
Honestly, that's what is themost important thing you need to
complete for your company as acompany that quarter.
And you're going to work as acompany to complete that and
(31:23):
you're going to do that everysingle quarter.
You're going to learn all ofthis and you're going to have
state of the company everyquarter to provide.
Again, transparency.
You're going to go through thiswhole process and again, you can
try to implement that, implementthis on your own or you could
(31:44):
hire EOS coach.
But I could tell you this, yougo through this process, it's
going to be transformational.
I've heard, you know actuallyMichael used to hear about, you
know, a pipe that's ridiculouscause like culture that's for
wimps know and this is probablyfive years ago.
(32:08):
And then you know, he startedseeing companies and learning
more and he was like, you know,culture is key.
It's key to companies, traction,growth and sustainability.
I guarantee you Jim Collins washere and he was talking about
good grade built to last.
Sure, you got a systemizationand some good leaders, decent
(32:35):
managers, but if you don't househim, cut a model foundation and
you don't have that culture thatstems or is built from that
culture, I mean from thatfoundation, you're not going to
sustain you.
You're not going to be asustainable business.
I thought of the day and so it'skey and you're not going to look
(32:57):
back if you're, if you staycommitted even times where
you're like, ah, I don't know,is this working?
You just gotta believe in itlast.
It takes about a year to twoyears for it to be really, I
would say one full year is likeyou're going to see traction
after a year easily.
You're going to look back and belike, wow, we are a different
(33:17):
company.
You're two.
You're going to be like, okay,this is the true year of
traction.
We've rebuilt our foundation.
You're one, you're two that's ayear of to trash and you're
going to see some velocity.
I guarantee you as well.
As long as you are committed andyou're doing it right, I can
guarantee you that.
Kyle Hamer (33:39):
What it sounds to me like, I mean you talk about it,
but it sounds to me like in manyways it's um, businesses, well,
humans in general have personalgoals and they'll hit a moment
of crisis and they'll say, allright, it's January 1st I'm
going to lose weight.
So they, they go buy a$10membership to planet fitness and
they go and they sit in thelocker room, they go look at the
(34:01):
treadmill.
They may maybe turn it on, theygo back and sit in the locker
room and they go home andthey're like, I worked out for
30 minutes.
But the amount of time theyspent on the treadmill was a
minute, maybe 10 that goes onfor a couple of weeks.
And they're like, Oh, obviouslyI'm not making the
transformation that I want.
I'm good.
I'm done.
A couple of months later,they're having a moment of
crisis and they're like, Oh mygosh, I've got to look great in
my body.
(34:21):
My body has got to look greatfor the summer.
My bikini or mountain climbingor whatever, my, my cup of tea
is drinking wine, whatever.
You got to look good.
So they go back to the gym andthis time they give it a little
bit more stuff and local, acouple weeks later they quit.
If that person gets a littlemore intentional and looks at,
(34:43):
Hey, I'm actually going to makea lifestyle change and this
isn't about a onetime fix or ashort term game, this is about
setting myself up for successlongterm and maybe for a period
of time you need a personaltrainer or maybe for a period of
time I can't afford a personaltrainer, but I'm going to
resource everything that Ipossibly can to have the
(35:03):
knowledge, at least someframework and understanding so
that I can begin creatingmomentum and then staying
committed to it over a period oftime they'll see a
transformation.
It sounds to me like you'resaying the exact same thing
holds true for a business.
Even if they're in a moment ofcrisis where it's like, Hey, I
know what I want.
I gotta set my vision and andoptics on that.
(35:26):
And then have to be willing tosacrifice things that are
uncomfortable.
Maybe the things that I lovebeer or if it's in business for
a period of time, it's a, Idon't know.
Maybe it's your favoriterelationship with somebody that
that's a vendor that's notworking.
Like you have to make changes inorder to realize that vision and
(35:46):
not expect it to changeovernight.
Right.
You have to be committed to itlong term.
That's what I hear you saying.
Derek Taniguchi (35:52):
Well, a hundred percent and then I like how you
said it because you really saidit in a relatable way, and I
will say this, so when we dopersonal or professional
development, there's one keything.
Does that needs to happen or toachieve success?
(36:14):
Consistency.
If you're consistent, more thanlikely you have a greater chance
of success.
Person who's inconsistent orvolatile, you know you could,
you can see people who are justlike you're saying, yeah,
you're, you're engaged for,you're like, I got to lose
(36:34):
weight.
I see this every single year atthe gym.
I used to be 205 pounds.
I was severely overweight,obese.
I grew up athletic.
Then for about 10 years I got acontrol and then, do you know
what?
I can tell you this for threeyears, just like EOS, two to
three years, man, it was astruggle.
(36:57):
I wasn't a skinny guy like Iused to be, but I knew that I
was making progress.
I built a foundation like Katcontinued to be consistent on,
Hey, you know what?
Lifestyle, change yourlifestyle.
Work out, try to eat better.
If that's portion control, thendo that just to be consistent
every day.
(37:18):
Sure you fall off maybe one ortwo times, but you know what's
better than that?
Being consistent and get back onthe wagon.
Continue.
And that's the same thing withbusiness and that same thing
when we talk about us.
That's the same thing we talkedabout in personal and
professional development.
I'm not asking you to beperfect.
I'm not asking you that to neverfail.
(37:39):
I'm just asking you to do.
Be consistent generally acrossthe board.
If you could be consistent, thenyou're going to have consistent
results and it's just key.
That one word, consistency.
Kyle Hamer (37:56):
I don't really think there's a better way to wrap up
on this particular topic thanwith that that thought, which is
consistency is key.
We don't necessarily, I, I, I'veheard it over and over.
We don't have to chasehypergrowth.
We don't have to expect tomorrowfor the virus to go away and the
(38:18):
chaos to leave and everything tobe okay, but if we can find
consistency, sounds like we cansurvive it and potentially put
ourselves in a much moresuccessful place.
1824 36 months from today.
Derek Taniguchi (38:33):
Yup.
Kyle Hamer (38:35):
I want to really
Derek Taniguchi (38:35):
appreciate like I want to say thank you, Derek,
for coming on today and sharingsome of the framework of EOS
helping business owners,business leaders, managers get a
perspective on how they canbuild a framework, create
communication plans, a corevalues, and at least begin
putting together the structurefor a better culture so that
(38:56):
they can navigate whatever chaosis thrown.
We were in the middle of chaos.
Now it's going to go away andthere will be another one that
comes around.
But I want to thank you forbeing willing to share it with
the generosity of, ofinformation.
Um, it's been great to have youon the show.
Oh, thank you.
Thanks very much for having me.
(39:17):
Uh, I know it's a hard time,hard landscape right now.
Uh, but we're all gonna getthrough it.
I believe that as a community wewill stick together and support
each other and that's key isthat consistent support of each
other.
And uh, I want to thank you for,again, having me and giving me
this kind of like seek to beable to talk about what I'm
(39:41):
passionate about.
So thank you.
Kyle Hamer (39:43):
Or we're, we're glad that you're passionate because
we need people, maybe poorpeople like you who have a
command and understanding ofthings, sharing it out there and
helping the rest of usunderstand.
If somebody has questions, whatare some good EOS resources?
You've listed them, what's a wayfor them to get in touch with
you?
Derek Taniguchi (40:02):
Yeah, you could get in touch with me a couple of
different ways.
I'm on LinkedIn, DerekTaniguchi.
Uh, and I'm sure you'll havesome information on that, um, on
this podcast.
So I'm on LinkedIn.
You can reach me.
Uh, Derek, app, net-results.io.
Uh, so there's those two waysresources wise.
(40:25):
If you want to learn more aboutEOS, you can go EOS
worldwide.com.
You could go to YouTube actuallyand type in EOS worldwide or
traction and you're going tofind videos about ELs and, but
you know, but the key to that, Ithink the key to really
(40:46):
understanding and getting aninitial resource, the best way
to get kind of high level isgoing either listen or read the
book, the read the book.
Uh, what the heck is EO?
That's, that's, that's a greatbook.
It's, it's like a summary ofbook traction.
Kyle Hamer (41:04):
Yeah.
If you, if you're, you know, ifyou're interested, if you give
you a listening, like you'relistening to this podcast, the,
I believe the, what the heck isEOS is 90, 90 to 120 minutes
long as an audio book.
It's a, it's an easy listenquick and it does give you a lot
of foundational parts.
Um, for those that have tuned intoday, and I've listened to the
(41:25):
summit, we've just had terror,Derek talking Taniguchi we've
just had Derek Taniguchi on thephone.
We've just had Derek Taniguchisharing with us about how people
can create culture even in themidst of chaos and crisis.
We thank you for listening.
The resources we've talked aboutwill be listed on both the blog
(41:48):
as well as in the summary of thespecific episode.
Thank you for tuning in anduntil next week, keep trucking
forward.
If you're going to fail, failfast, fail hard, fail often, but
fail forward.
Thanks for listening to thesummit.
I'm your host Kyle.
Hello and welcome to the summit, the podcast where we
bring knowledge and insightsfrom industry leaders and
professionals.
No fluff, no double digitovernight growth skis.
I'm your host.
I'm on a mission, the blanksecrets to success in business.
We're having real conversationswith real people on how you get
answers, progress in your careerand move your business forward.
(00:26):
Today's guest joining us on thesummit is Derek is Derek
pedagogy.
Derek, welcome to the show.
Derek Taniguchi (00:38):
It's funny because you know we just talked
about you got it right?
You got it right?
Yeah.
Thank you for having me.
File.
Kyle Hamer (00:50):
Welcome to the show.
For those of you who don't knowDerek, he's an award winning COO
and the results as anexperienced executive leader
specializing in theimplementation of operational
frameworks and developing highperforming teams for early and
second stage companies.
Derek's life goal of creatingpositive legacy through both his
work, his life, and through hisfamily and friends.
(01:16):
Derek's life goal is creating apositive legacy through both his
work, his life, and through hisfamily and friends.
His personal passion forcontinuous improvement.
Kaizen translated into a programhe developed in 2013 the
employee development program orEDP, which provides members of
with a playbook to take boththeir personal and professional
lives to the next level.
(01:38):
His ability to align his teamand execute on the strategy has
led into serving as COO for someseveral high growth Colorado
companies.
In his free time, you'll findhim spending time with his wife,
daughters in France, and if thatwasn't enough, he's an avid
obstacle course racingcompetitor.
(01:58):
Derek, did I miss anythingexcept maybe the pronunciation
of your last name?
Derek Taniguchi (02:02):
No, no, that sounds perfect.
It's, it's always, it'sinteresting hearing you actually
saying it out loud was, I'venever heard anybody do that, so,
no, no.
You hit it.
Kyle Hamer (02:14):
Awesome.
Well, today we're going to talkabout, um, creating culture and
clarity during a time of crisis.
I think you're uniquelypositioned to kind of understand
this, given your, your passions,but before we get into the
topic, I really want to know howare you and your people holding
up with all that's going on inthe world today?
Derek Taniguchi (02:37):
Yeah, I mean, as a company we're holding up.
Well, I mean, from looking at itfrom an operational landscape,
we've been able to workremotely.
Productivity has actuallyincreased.
Uh, we've been able to, uh,sustain a culture, the culture
that we built.
Uh, so everything's great.
(02:59):
I mean, you know, the reality onthe other side is on the
personal side, meaning nowthere's, there's always
challenges of, you know, some ofour team being at home alone.
Uh, so we've actually workedthrough that and discussed it
internally on how do we help outeach other.
So like even this morning wejust had a morning social coffee
(03:20):
for everybody just got onlineand started laughing and talking
about life and the landscape andeverything going on with the
pandemic.
So, uh, you know, overall Ithink we're doing well.
Kyle Hamer (03:32):
W w w having a morning coffee is a little
different than a happy hour.
I've heard a lot of peoplehaving happy hours as well as
the idea of having a coffee.
That's actually really cool.
And I think it's a Testament toyour culture, but your culture
didn't happen by accident.
You guys have been prettyintentional about what you've
built in MRI?
Derek Taniguchi (03:49):
Yes, a very intentional and a lot of that is
a lot of that stems from the EOSmodel, entrepreneurial operating
system.
Um, and what that focus is, itfocuses on six key components,
vision, um, data, process,traction issues and people.
(04:11):
So those are the six componentsof ELs.
And, um, really what, what thatdoes is it enables us to have a
healthy and sustainable culture.
And we have a way to actuallycheck if that culture, how it's
doing.
We do that in a couple of ways.
Uh, we look at Gusto teaminsights and then we also take a
(04:34):
annual organizational checkup.
So we do several things in orderto check culture, check the
operational efficiency,efficiency, and effectiveness.
Kyle Hamer (04:48):
Let's say it would have been two years ago that
this had come up.
Do you think your tone but youhave going on would be in the
same spot they are today?
Derek Taniguchi (04:59):
No, not at all.
Uh, it's, there's a common thingyou pay other, say before Derek
or before EOS.
Michael, the CEO calls, calls,uh, actually dos Derek operating
system versus EOS because wwhat, what me and the team have
(05:21):
done is we've added a little bitmore than what EOS is.
Uh, but through like theemployee development program,
some other things I've learnedworking and operating on other
companies, we've put in all ofthat together here.
And, uh, one big thing is havingclear accountability, having
(05:41):
clear roles, having a clearvision, having systemization,
being transparent with everysingle person in the company.
You know, how are we doingfinancially?
How are we doing hitting ourgoals every quarter we measure
that and communicate at a stateof company every quarter.
All of that was not here at thecompany and previously to me
(06:05):
arriving, which is 2018 andprior, what we did as a company,
as we rebuilt a strongerfoundation.
Well, that's what it is.
That's what it's about.
Kyle Hamer (06:17):
Okay, well you talk about the things that maybe
you're doing and the foundation,but it all, all of us builds
itself around this idea ofvision.
I can't imagine for half asecond that in, you know, before
dos for net results that I'mread.
Seriously.
(06:38):
I don't think net results didn'thave a vision.
What do you think the biggestdifference is in getting that
first pillar?
That first cornerstone, right?
As you move, as you move intothe EOS, like what was the big
difference when it relates tovision that now allows people to
be aligned today?
Derek Taniguchi (06:55):
You know, I, I, I've, I've talked about this a
couple of ways.
If you watch sports or you'veever been in the military, you
have to understand where are weheaded?
What are we trying?
What is our common goal?
What are we all trying toachieve in order to be
successful?
Ask, ask yourself, ask anycoach, any team that's been very
(07:19):
successful.
If they'd had a clear vision,any successful team will say,
yes, we have had a clear visionand I think that's the key is
where are we headed?
You know, it's like if you'resteering a ship, what are the
coordinates?
Where are we headed to?
Otherwise you're just going toendlessly to wherever, right?
(07:40):
If you're on the battlefield,which direction do we head
together?
Right?
Sure.
If you put people on thebattlefield and you don't tell
them where they're headed,what's going to happen is we're
going to go every, every way.
But if every single person onthe battlefield knows where
they're headed, you're going tosee them marched together
(08:01):
forward.
And that's the key is to havinga clear vision that everybody
believes and has vested into isthey know where they're headed.
And that's a core component ofthis model.
Kyle Hamer (08:18):
Okay.
I mean, let's say I can get onboard with that for half a
second.
And what I mean by that, get onboard with that.
It's just like, I think there'sa lot of leaders and a lot of
owners or people, whetherthey're in management or
otherwise, the thing, Hey, we'regoing to win the super bowl.
That's for, Hey, we're going tobe the world's largest coffee
chop shop chain.
(08:38):
That's a bitch.
Or Hey, we're going to, um,we're going to take over.
Our goal is to take overmarketing automation.
What's the difference betweenthose visions and what you're
doing specifically with dos?
How's it different?
Derek Taniguchi (08:57):
Well, first of all, those visions are more like
statements and goals.
It's not growth focused.
Uh, and just based on thoseexamples, uh, you know, for
instance, our vision hasmeaning, right?
It has meaning for the founder,uh, as well as that has meaning
individually.
(09:17):
Uh, what our goal is, is ourvision is to achieve our goals
while living by the values webelieve in, right?
Um, to be the best version ofversion of ourselves and to live
balanced lives on this journeytogether.
That is our vision.
It's not, we're going, no, we'regoing to dominate the industry.
(09:40):
Right?
That's, that's, that's, that'snot our vision.
That's, that's like a goaloutside of the vision.
And you, you, you probably heardsomething about being the best
version of ourselves, um, tolive balanced lives.
That actually is tied tosomething that's key, which is
core values.
Core values, uh, are key becauseit keeps us together.
(10:06):
It keeps, it keeps the teamconsistent in the way we're
thinking when we have to makehard decisions.
Right.
Uh, because for instance, our,our, our core values are, we
deliver success, we expecttransparency, we solve problems
together.
Uh, we continuously improve.
(10:26):
We live balanced lives and wepersist.
So what that does is when we're,when we're on this journey
together, heading towards ourvision, what, what these values
do is that keeps us in checkwhen we're making decisions,
whether it's, uh, the team levelor leadership level, our
(10:50):
decisions, a lot of them,majority of them, almost all of
them are based on these values.
And these values are actually ishow we hire as well.
And how we sometimes separatefrom team members because that's
what we call right person, rightseat with the values and in, in
(11:14):
addition to the clearresponsibilities and what that
person's accountable for.
We check if they're a fit forthe values of the company.
And I think that's key in thisjourney together towards that
vision.
And, um, it's, it's, it's, it'sinteresting because we actually
(11:36):
also do performance evaluationsand, and part of that
performance part, part one, wellit's more like the second
section of part one, aperformance eval is chatting,
does this fit?
Does this person, uh, fit thevalues plus plus minus or minus?
And we go through as managersand check them and we as
(11:59):
managers are evaluated as well.
Kyle Hamer (12:03):
So when you, I mean, you got there and you said, when
you said at the top the top withthe segment that no, you
wouldn't be where you're attoday.
Two years ago as you got here,you had a vision of some sort.
And, but I think a lot of peoplewould say, Hey Derek, I've got
core values, man.
Uh, people first integrity, uh,say what you do, do what you
(12:27):
say, you know, taco Tuesday,whatever your core values are.
Like they have core values.
What, what makes it different inyour system and what makes it
different for net results.
Derek Taniguchi (12:40):
So, uh, so what makes it different is that I
think what happens in the worldand from a individual basis is
you're going to get a lot ofpeople who say they have values.
I'm not saying they don't havevalue, but the difference is if
(13:00):
you, if it's kind of, it's goodif you go and ask that any
person on the street, Hey, whatare your values?
They're going to tell you whattheir values are, but you're
going to see them struggle andtalk about, and then you're
going to also learn some ofthose aren't values.
It's more of a, it's just astatement.
(13:21):
It's not how you live by it,right?
And, and then go back a day, dayor two later or a week later,
and then ask them again, whatare your values?
I would bet you money that whatthey tell you that second time
is different from the firsttime.
The difference is that ourvalues there, they're clear.
(13:46):
It's transparent, it's part ofthe system.
It's intertwined with thevision.
It's intertwined with thesystem.
Meaning every single personknows these values.
In fact, we have weekly, what wecall it, it's a game show.
It's a trivia.
So we go through somethingcalled the VTO vision, traction
(14:07):
organizer, and some of thosequestions are, you know, widows,
our core focus, meaning thevision or the purpose, we ask
what are the values we ask ourteam and and because we hire
based on values, we think it'simportant that we live and
breathe our values.
(14:28):
So by asking the team, it'strivia.
I can tell you the differencebetween when I first came here
and now a little bit over a yearlater.
If you were to walk in my officein 2018 and you asked a person
what are values, they'reprobably, what are you talking
about?
Why do you know?
Why do you want to know myvalues?
(14:49):
And you can say, no, no, I meantI meant the values of the
company.
What do you, what is the how?
How do you live and breathe?
What does a company live andbreathe by it?
They look at you crazy today.
You go inside office ortechnically you called her a
video hangout in this currentlandscape.
And you said, Hey, what are yourvalues?
What are your, what are yourcompany's values?
(15:12):
Every single person in thecompany will be able to tell you
our values because they live andbreathe by it.
They make decisions how theywork with, with customers, how
we work with partners, vendors,everybody we work with.
We live by these values.
We lead by example.
Everything that I do or that anyof my teammates do, that's a
(15:34):
direct reflection of thecompany.
And if we're not living by thesevalues, that means it's not
reflecting well on the company.
We're not, we're not a goodrepresentative of the company.
So it's key to live by thesecompany values.
I've heard some people talkabout it being like cult-like.
It's funny, it's like living byvalues that doesn't seem Colt
(15:56):
like especially the values makesense.
I mean, a Colt doesn't say wewant to continuously improve.
I mean that's, that's likesomething I think with your
growth minded, you shouldbelieve in that.
And so there's, there's a bigdifference between previously
(16:16):
before EOS or dos to now iseverything's clearer.
What is our vision?
What are our values, again,transparency into match tricks
and where we're headed and howwe're doing and how our goal, um
, what is the path?
Like what does our traction looklike getting there?
Um, the processes are all laidout.
(16:38):
Uh, we're able to solve issues.
I mean that to me, all of thoseitems, in addition to a program
that focuses on personal andprofessional growth, that's
culture.
That's what makes up culture.
It's not fancy words.
It's not slogans on the wall.
It's not having snacks inoffice.
(16:59):
It's not having catered lunches,right?
It's, it's all about the overallfoundation.
That is what creates culture andthe key components of that
foundation.
(17:33):
Oh, I think I'm having an issue.
Sorry, hearing you.
Let's see.
Yeah, I can't hear you.
Kyle Hamer (17:51):
Can you hear me now?
Derek Taniguchi (17:52):
There it goes.
I can, yes, I can hear you now.
Kyle Hamer (17:55):
Maybe I should have unmuted myself instead of
meeting myself.
Derek Taniguchi (18:03):
I've done, I actually did that earlier.
I mean, I started talking andeverybody's like, Derek, Derek,
you're off.
You're on you.
I'm like, Oh, hold on.
Sorry.
Kyle Hamer (18:12):
Yeah, that's on me.
So you, you just talked aboutthe elements that are required
for creating this culture.
You've got the vision, you'vegotta have values in how people
behave ends up becoming theculture.
But there's, there's anunderlying element that you
talked about in, in gettingalignment.
(18:32):
The VTO, why is the VTO inreviewing it and having
everybody understand thatparticular items, so important
to creating the culture thatallows you to survive chaos.
Derek Taniguchi (18:47):
So the VTO stands for vision, traction
organizer, and that consists ofyour core values, your core
focus, which is your vision,your purpose, your niche.
It, it, it provides your tenuretarget and also provides, uh,
your, your one and three yeargoals.
(19:08):
Uh, what does that look likefrom a revenue profit
measureables and then it's trulywhat does it look like?
It could be, for instance, uh,you know, as a company we're
able to pay everybody abovemarket salaries, right?
Uh, that's what it looks like.
And, uh, in addition to has ourmarketing, like demographic,
(19:31):
geographic, firmographic has allof that clearly laid out so that
everybody knows, okay, these arethe type of, um, customers we're
going after.
Uh, so everybody's clear onthat.
Uh, so that's, that's key.
And the VTO has all thiscompiled in one place.
(19:52):
How many companies, Kyle, haveyou worked with that have
everything that I just said,compile it into a two, three
page document that's accessibleby everybody?
Kyle Hamer (20:05):
Well, I would say that the majority of the
companies that I've worked withthink they have that compiled
into a two or three pagedocument.
But, but really these either a,not enough, there's not enough
detail to make it feel like aplan or B, there's too many
platitudes to make it feelmeaningful.
So a lot of companies struggleto strike the balance between
(20:26):
detail and inspiration inpulling off the VTO.
What makes your cocktail or your, your mix work?
Derek Taniguchi (20:36):
When do you, what's something I heard is, uh,
platitudes and detail?
Um, I think, I think it's, it'sa weird, it's not, it's
detailed, but it's not overdetailed.
But I'd say it's, it's like keycomponents, right?
(20:56):
Because here, here's what I sayto any company.
Most companies, they do have amarketing plan, right?
I mean, you're in marketing,you're a marketer, marketing
operations.
You consult on that?
Uh, so some companies just go,well, what do you think is the
bare minimum?
We need to have know pure, let'sjust say pure ELs consultant.
(21:20):
The purity in it says, well, youneed to have the whole thing.
You know what I say?
I say, you know what?
Obviously you have some goals.
A lot of companies have somegoals, right?
Focused on having the valuesand, and you know what your
(21:42):
vision, your purpose and yourniches, those things together
are key.
They are the backbone to how youcould get traction as a company.
And, and stay on horse becauseagain, if you're hiring, okay,
let's think about, for instance,Uber, what's going on there in
(22:06):
the last several years?
Lawsuits, sexual harassment.
I'm sure there's some level ofbezel.
I dunno, there's a lot of goingon and you can think of various
companies that go through this.
Do you know why?
Because they're just hiring tofill seats and they don't even
know if those seats, if theright person is there, but
(22:28):
they're thinking, you know what,we're gonna, we're gonna hire
based on some values and makesure that when we hire the
person, they're clear on ourvision, what we're trying to
achieve, where our journey'sleading to.
If they could get aligned withthat and we know they're
(22:50):
aligned, that's key.
One way we, one thing we do forinstance is we actually have, uh
, when we interview, we have anassessment that's actually, uh,
a conscientiousness assessment.
And uh, because if a person'sconscientious when it comes to
(23:11):
solving problems together, whichis one of our core values, if a
conscientious person, they'regoing to be collaborators
because they're going to bethinking about, you know, how
does this affect what, you know,my teammate over here or this
department, they'reconscientious.
They're always self-aware andaware of their surroundings.
We have team members take thatassessment and that's how we
(23:33):
hire.
That's one of the ways.
So the thing is, is when, whenyou said, you know, companies
think they have it or they haveit on paper, you know, we have
it on paper and it's very, veryclear.
I would share this out withanybody.
It's not a secret.
(23:54):
It's really no secret.
I'd share it out with, with anycompetitor I would.
Um, because it's no secret.
The key is the difference.
The differentiator.
If you want to know that it's aFrench hater, someone could try
to replicate this, but I got toask them, are you living and
(24:15):
breathing?
Buy this.
Buy this vision, tractionorganizer.
Does your whole team, are theyaligned?
Do they live and breathe by thevalues, by the vision?
Do they live and breathe that?
Majority of the time when you gointo these companies, you're
gonna find people.
(24:36):
They're there to collect thepaycheck.
I call those renters.
You want what I, when I speakabout ownership mentality, when
you live and breathe the valuesand you believe you're vested
into the vision and the stepsand everything it takes to get
there, you're a holder.
That's what it comes down to.
(24:56):
That's a big differentiator.
Kyle Hamer (25:01):
That is a big differentiator.
And I think, you know, if wetalk about navigating crisis,
um, I'm a, I'm a big, uh, so I'mgoing to comment on a couple of
things and then I'll switch itfor the next question here.
But I'm a big NebraskaCornhusker fan and anybody who
knows anything about Nebraskafootball knows that in the 1980s
and 1990s, they had their ownversion of the, um, their EOS or
(25:27):
the BTO and it was out thereeverywhere.
You knew they were gonna run,right?
You knew they were gonna runleft and they were going to run
up the middle in about everythird play.
They were going to do some sortof option click.
The playbook was pretty vanilla.
What they did was pretty basicand, and everybody knew what was
coming and they still couldn'tstop it.
(25:49):
So I love the level ofconfidence that you have when
you're like, look, I'll shareout what we do for our, our VTO
with, with anybody, includingour competitors because Hey, you
have to learn to live it.
You have to learn to be it.
You have to learn to not onlylive, breathe, breathe it and do
it, but it has to become a wayof life.
You have to execute is thatthose were the elements that I'm
(26:09):
taking away.
And if I miss something, pleasecorrect me.
But my question to you is, is,okay, I'm in the middle of a
crisis.
I haven't built a reputation.
I haven't built the stability.
I haven't done these things yet.
How do I do this right now?
Or, or how can I navigate this?
I'm going to take my dos system.
I've listened to this podcastand I've listened to Derek
(26:30):
talking.
I'm like, yeah, I need that.
I need that.
How do I do that tomorrow?
Or even today for my company,for my team, for myself.
Derek Taniguchi (26:39):
Yeah.
You know, it's, it's, uh,that's, that's a very good, and
it all starts with the person atthe top.
So if you're saying that youKyle Hummer and you're saying,
you know, I need this, you'rethe owner of your own company,
right?
You are the principal CEO,that's great.
(27:02):
You have to be committed.
And you have to know that thisisn't a short game.
It's a journey.
It's a long game.
So if you're, if you're reallycommitted and you read the book
traction, or you read the book,what the heck is EOS?
And you're like, you know what?
I really believe in this.
(27:24):
Well, believing and committedare two different things, right?
You gotta say, okay, I'mcommitted to the long game and
it's going to be challenging.
It's going to be painful, but Iam committed to it.
That's step number one.
So any of the CEOs, even CEOsout there, founders, you're
(27:47):
thinking this all sounds great.
Ask yourself and don't bullshit.
Like say, Hey, you know what?
This all sounds great, but can Ireally be on board with this for
the next 10, 20 years?
Can I?
And you've got to ask yourselfand be truthful first.
(28:09):
Number one.
So once you get past that, andlet's just say you're like, I
could do this.
I know it's going to be painful,there's going to be challenges,
it's going to take a lot ofeffort.
I know what the fruits of thelabor will be.
Great.
Next step is there's, there'sseveral things.
There's, you can try toimplement it yourself.
(28:30):
Invest ways through resources onthe traction ink or the EOS
worldwide.com website.
You go hire ELs coach.
Uh, there's, I think about 14here in Colorado and there's
probably hundreds across the U Sand thousands across the globe.
(28:51):
Uh, I know this is the spansglobally.
You could get an ELs coach, uh,you know, in, just to be
transparent, I know in the U Syou're going to be paying three
to$10,000 a session, and that'sthe next step.
Talking about sessions.
You're going to take a two daysession, uh, or I mean a two day
(29:13):
, but two sessions that we'll gothrough.
Building your vision, tractionorganizer, all the components of
it, your vision, your values.
You're going to build youraccountability chart, which also
is part of right person, rightseat.
Uh, with that shows is, I know alot of your, like, what is the
accountability chart?
(29:34):
It's, it's really, when you lookat it, you're gonna be like, Oh,
that's an org chart.
But no EOS person, we'll call itan org chart.
The big differentiator is thaton our accountability chart has
clear responsibilities undereach position on that chart.
(29:55):
And you don't feel you don't,it's all about right person,
right seat.
So you don't create seats orpositions for people.
You create positions or seatsbased on, or your company's
trying to go.
So you create the seats and thenyou find people to fill them.
So you're going to go throughthat process.
(30:17):
And then once you go throughthose initial two to three to
four sessions at Barry's foreach EOS coach, uh, you're
gonna, you're gonna have thiscadence where y'all going and
you're going to have what theycall level 10 meetings, uh, and
it's not that leadership level.
And you're going to have L two Lthree level, which is like
(30:38):
leadership.
And then you might havemanagement or executives and
then middle management and thenyour team, each level with an
eight, various departments havethese level 10 meetings and
they're like on a weekly orbiweekly basis.
And then outside of thosemeetings, you're going to have a
strategic initiatives calledrocks.
(30:59):
And that's part of the tractioncomponent of ELs.
You're going to learn what thoseare and that's a key component
because that's how you get shitdone.
Honestly, that's what is themost important thing you need to
complete for your company as acompany that quarter.
And you're going to work as acompany to complete that and
(31:23):
you're going to do that everysingle quarter.
You're going to learn all ofthis and you're going to have
state of the company everyquarter to provide.
Again, transparency.
You're going to go through thiswhole process and again, you can
try to implement that, implementthis on your own or you could
(31:44):
hire EOS coach.
But I could tell you this, yougo through this process, it's
going to be transformational.
I've heard, you know actuallyMichael used to hear about, you
know, a pipe that's ridiculouscause like culture that's for
wimps know and this is probablyfive years ago.
(32:08):
And then you know, he startedseeing companies and learning
more and he was like, you know,culture is key.
It's key to companies, traction,growth and sustainability.
I guarantee you Jim Collins washere and he was talking about
good grade built to last.
Sure, you got a systemizationand some good leaders, decent
(32:35):
managers, but if you don't househim, cut a model foundation and
you don't have that culture thatstems or is built from that
culture, I mean from thatfoundation, you're not going to
sustain you.
You're not going to be asustainable business.
I thought of the day and so it'skey and you're not going to look
(32:57):
back if you're, if you staycommitted even times where
you're like, ah, I don't know,is this working?
You just gotta believe in itlast.
It takes about a year to twoyears for it to be really, I
would say one full year is likeyou're going to see traction
after a year easily.
You're going to look back and belike, wow, we are a different
(33:17):
company.
You're two.
You're going to be like, okay,this is the true year of
traction.
We've rebuilt our foundation.
You're one, you're two that's ayear of to trash and you're
going to see some velocity.
I guarantee you as well.
As long as you are committed andyou're doing it right, I can
guarantee you that.
Kyle Hamer (33:39):
What it sounds to me like, I mean you talk about it,
but it sounds to me like in manyways it's um, businesses, well,
humans in general have personalgoals and they'll hit a moment
of crisis and they'll say, allright, it's January 1st I'm
going to lose weight.
So they, they go buy a$10membership to planet fitness and
they go and they sit in thelocker room, they go look at the
(34:01):
treadmill.
They may maybe turn it on, theygo back and sit in the locker
room and they go home andthey're like, I worked out for
30 minutes.
But the amount of time theyspent on the treadmill was a
minute, maybe 10 that goes onfor a couple of weeks.
And they're like, Oh, obviouslyI'm not making the
transformation that I want.
I'm good.
I'm done.
A couple of months later,they're having a moment of
crisis and they're like, Oh mygosh, I've got to look great in
my body.
(34:21):
My body has got to look greatfor the summer.
My bikini or mountain climbingor whatever, my, my cup of tea
is drinking wine, whatever.
You got to look good.
So they go back to the gym andthis time they give it a little
bit more stuff and local, acouple weeks later they quit.
If that person gets a littlemore intentional and looks at,
(34:43):
Hey, I'm actually going to makea lifestyle change and this
isn't about a onetime fix or ashort term game, this is about
setting myself up for successlongterm and maybe for a period
of time you need a personaltrainer or maybe for a period of
time I can't afford a personaltrainer, but I'm going to
resource everything that Ipossibly can to have the
(35:03):
knowledge, at least someframework and understanding so
that I can begin creatingmomentum and then staying
committed to it over a period oftime they'll see a
transformation.
It sounds to me like you'resaying the exact same thing
holds true for a business.
Even if they're in a moment ofcrisis where it's like, Hey, I
know what I want.
I gotta set my vision and andoptics on that.
(35:26):
And then have to be willing tosacrifice things that are
uncomfortable.
Maybe the things that I lovebeer or if it's in business for
a period of time, it's a, Idon't know.
Maybe it's your favoriterelationship with somebody that
that's a vendor that's notworking.
Like you have to make changes inorder to realize that vision and
(35:46):
not expect it to changeovernight.
Right.
You have to be committed to itlong term.
That's what I hear you saying.
Derek Taniguchi (35:52):
Well, a hundred percent and then I like how you
said it because you really saidit in a relatable way, and I
will say this, so when we dopersonal or professional
development, there's one keything.
Does that needs to happen or toachieve success?
(36:14):
Consistency.
If you're consistent, more thanlikely you have a greater chance
of success.
Person who's inconsistent orvolatile, you know you could,
you can see people who are justlike you're saying, yeah,
you're, you're engaged for,you're like, I got to lose
(36:34):
weight.
I see this every single year atthe gym.
I used to be 205 pounds.
I was severely overweight,obese.
I grew up athletic.
Then for about 10 years I got acontrol and then, do you know
what?
I can tell you this for threeyears, just like EOS, two to
three years, man, it was astruggle.
(36:57):
I wasn't a skinny guy like Iused to be, but I knew that I
was making progress.
I built a foundation like Katcontinued to be consistent on,
Hey, you know what?
Lifestyle, change yourlifestyle.
Work out, try to eat better.
If that's portion control, thendo that just to be consistent
every day.
(37:18):
Sure you fall off maybe one ortwo times, but you know what's
better than that?
Being consistent and get back onthe wagon.
Continue.
And that's the same thing withbusiness and that same thing
when we talk about us.
That's the same thing we talkedabout in personal and
professional development.
I'm not asking you to beperfect.
I'm not asking you that to neverfail.
(37:39):
I'm just asking you to do.
Be consistent generally acrossthe board.
If you could be consistent, thenyou're going to have consistent
results and it's just key.
That one word, consistency.
Kyle Hamer (37:56):
I don't really think there's a better way to wrap up
on this particular topic thanwith that that thought, which is
consistency is key.
We don't necessarily, I, I, I'veheard it over and over.
We don't have to chasehypergrowth.
We don't have to expect tomorrowfor the virus to go away and the
(38:18):
chaos to leave and everything tobe okay, but if we can find
consistency, sounds like we cansurvive it and potentially put
ourselves in a much moresuccessful place.
1824 36 months from today.
Derek Taniguchi (38:33):
Yup.
Kyle Hamer (38:35):
I want to really
Derek Taniguchi (38:35):
appreciate like I want to say thank you, Derek,
for coming on today and sharingsome of the framework of EOS
helping business owners,business leaders, managers get a
perspective on how they canbuild a framework, create
communication plans, a corevalues, and at least begin
putting together the structurefor a better culture so that
(38:56):
they can navigate whatever chaosis thrown.
We were in the middle of chaos.
Now it's going to go away andthere will be another one that
comes around.
But I want to thank you forbeing willing to share it with
the generosity of, ofinformation.
Um, it's been great to have youon the show.
Oh, thank you.
Thanks very much for having me.
(39:17):
Uh, I know it's a hard time,hard landscape right now.
Uh, but we're all gonna getthrough it.
I believe that as a community wewill stick together and support
each other and that's key isthat consistent support of each
other.
And uh, I want to thank you for,again, having me and giving me
this kind of like seek to beable to talk about what I'm
(39:41):
passionate about.
So thank you.
Kyle Hamer (39:43):
Or we're, we're glad that you're passionate because
we need people, maybe poorpeople like you who have a
command and understanding ofthings, sharing it out there and
helping the rest of usunderstand.
If somebody has questions, whatare some good EOS resources?
You've listed them, what's a wayfor them to get in touch with
you?
Derek Taniguchi (40:02):
Yeah, you could get in touch with me a couple of
different ways.
I'm on LinkedIn, DerekTaniguchi.
Uh, and I'm sure you'll havesome information on that, um, on
this podcast.
So I'm on LinkedIn.
You can reach me.
Uh, Derek, app, net-results.io.
Uh, so there's those two waysresources wise.
(40:25):
If you want to learn more aboutEOS, you can go EOS
worldwide.com.
You could go to YouTube actuallyand type in EOS worldwide or
traction and you're going tofind videos about ELs and, but
you know, but the key to that, Ithink the key to really
(40:46):
understanding and getting aninitial resource, the best way
to get kind of high level isgoing either listen or read the
book, the read the book.
Uh, what the heck is EO?
That's, that's, that's a greatbook.
It's, it's like a summary ofbook traction.
Kyle Hamer (41:04):
Yeah.
If you, if you're, you know, ifyou're interested, if you give
you a listening, like you'relistening to this podcast, the,
I believe the, what the heck isEOS is 90, 90 to 120 minutes
long as an audio book.
It's a, it's an easy listenquick and it does give you a lot
of foundational parts.
Um, for those that have tuned intoday, and I've listened to the
(41:25):
summit, we've just had terror,Derek talking Taniguchi we've
just had Derek Taniguchi on thephone.
We've just had Derek Taniguchisharing with us about how people
can create culture even in themidst of chaos and crisis.
We thank you for listening.
The resources we've talked aboutwill be listed on both the blog
(41:48):
as well as in the summary of thespecific episode.
Thank you for tuning in anduntil next week, keep trucking
forward.
If you're going to fail, failfast, fail hard, fail often, but
fail forward.
Thanks for listening to thesummit.
I'm your host Kyle.
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