June 17, 2024 • 39 mins
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Discover how to achieve your business goals through vision, traction, and healthy team dynamics with insights from our special guest, Harvey Yergin. Harvey is an expert EOS implementer who transitioned from being a Division I athlete and working with the United States Army to mastering the Entrepreneurial Operating System. His journey from Germany to Ohio, discovering EOS through Gino Wickman's "Traction," and his passion for teamwork and coaching are sure to inspire and educate. Learn how Harvey grew his own real estate business and eventually became a certified EOS implementer, helping others in the commercial real estate sector.
Ever wondered about the unique challenges of stepping into an integrator role within a friend’s company? Harvey opens up about his own experience, highlighting the significant commitment and accountability shifts involved. He provides valuable insights from the book "Rocket Fuel" on the demands of the integrator role and why it may not align with everyone’s strengths. This transition taught Harvey important lessons about time management and maintaining strong relationships, offering a candid look at the realities of moving from business ownership to a more structured work environment.
Finally, explore the dynamic partnership between Visionary and Integrator roles within the EOS framework and how it drives business success. Harvey explains how balancing these roles can prevent overwhelm and inefficiency, particularly for entrepreneurs juggling both. We'll also cover the six key components of business growth—vision, people, data, issues, process, and traction. If you’re intrigued by EOS and its potential to transform your business, Harvey offers a free 90-minute session to help you determine if EOS is the right fit. Don’t miss this opportunity to learn from an expert dedicated to helping business owners achieve their ideal lives.
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Tony Johnson (00:00):
Welcome to another episode of Carolina Commercial
Real Estate Connection.
Today we have Harvey Yerginfrom Ohio with us.
Well, I think he's from Germany, but we're going to call it
Ohio.
That's where he's living rightnow, Harvey how are you doing?
Harvey Yergin (00:12):
Yeah, my blood is from Germany.
Yeah, I'm from Ohio.
I'm good man.
Thanks for having me.
Tony Johnson (00:16):
Yeah, that's awesome, that's fantastic.
So what does Yergen mean inEnglish?
Does it have any furthermeaning, or we know about it?
Harvey Yergin (00:26):
Yeah, yeah, when I looked it up, I think it's a
one-for-one translation to theword farmer.
Tony Johnson (00:33):
I love that.
Harvey the farmer, harvey thefarmer, juergen, that's what
we're going to go with from nowon.
Yeah, harvey's coming to us tokind of go over EOS.
Harvey is an EOS implementer.
And, harvey, can you explain,for those who don't know, one,
what EOS is and, two, what animplementer is in EOS?
Harvey Yergin (00:57):
Yep.
So I spend all day, every day,helping business owners get what
they want from their business,help them live their ideal lives
, of which their business isjust a part of.
And to do that, I help themimplement EOS, which is a
complete set of simple tools,timeless principles, disciplines
(01:20):
and practices, and we get themvision, traction and healthy.
So if you're a business ownerout there, or you think you
might be at some point vision isfiguring out where you're going
long-term and making sureeverybody else who's on your
team is going the same direction.
Traction is getting realaccountability and discipline in
your business so that everybodyeverywhere is operating towards
(01:44):
that vision and plan.
And then healthy is getting theentire team to be open, honest,
cohesive, fun-loving, enjoyingbeing around each other as they
work and play towards thatcommon vision.
Oftentimes, when we run intoteams, that's not the way they
interact with each other.
I've been a part of teams thatdon't interact that way.
So that's the whole a at a highlevel.
That is the entire purpose.
(02:06):
So eos stands for theentrepreneurial operating system
.
An operating system for yourbusiness is just a, a way that
you do your business.
There's several operatingsystems out there.
You can even create your own.
I just happen to like eOS thebest and, yeah, that's what I
get to do and I love it.
Tony Johnson (02:27):
That's awesome.
Yeah, eos is a very simple butcomplicated thing, so it's
simple in the layout of it.
Obviously, it's complicated inthe complete execution of this
in order to make it work, butit's a very simple system.
What got you or what kind of uhcaught your eye about eos?
How did you get involved in eosand becoming an eos implementer
(02:51):
?
Harvey Yergin (02:52):
yeah, my story starts.
So I was a I was a division oneathlete, and this is where I
just really fell in love withthis idea of team.
Fell in love with this idea ofteam.
Shortly after I was an athlete,I was fortunate enough to work
for the United States Army as acivilian.
I led teams of soldiers andformer soldiers and, as you'd
(03:14):
imagine, in that environment,team is also very important.
I loved that job.
I eventually decided to pursuesome of my own passions, namely,
more time with my family and tobuild businesses that I was
interested in.
So I pursued real estate.
I went to Bigger PocketsUniversity, like a lot of people
, back in 2015, decided, oh,this sounds like a pretty good
(03:35):
plan.
Let me quit my very secure,cushy job as a government
employee and go build.
Go build a business.
Well.
So I started to do that.
Slowly, over time, decided thatI wanted to do it on a bigger
scale.
So I was, you know, flipping,wholesaling, buying to hold, etc
(03:57):
.
And when I wanted to grow it, Ihad to build a team.
I just couldn't do everythingmyself, and that's when I
realized, oh shit, I'm not verygood at this.
It's it's one thing to behanded a team like a sports team
or a team of soldiers andformer soldiers and improve them
and drive them towards a commonpurpose.
It's another thing to build ateam from scratch and, like I
(04:22):
said, I was uh, I wasn't gettingvery far very fast.
So that led me to do someresearch, look for some help,
which led me to the bookTraction by Gina Wickman, which
is quote-unquote, the Bible foreverything EOS and it resonated.
I mean, if you've been astruggling business owner or a
(04:42):
business owner who just feelslike things are out of control
and then you read Traction orRocket Fuel for that matter
you're like whoa, this is what Ineed.
So I started implementing someof those tools, eventually sold
that business, helped anotherbuddy here locally who had a
commercial real estate companyimplement some of the same tools
(05:03):
, commercial real estate companyimplement some of the same
tools.
And then, when I was done beinghis integrator and implementing
those tools, I decided that Ireally like helping other
business owners, coaching andteaching.
I already knew EOS at least Ithought I did but I was familiar
with EOS because of using it inmy business and another
(05:24):
person's business.
So I went down that path andbecame a certified and
professional EOS implementer,and I've been doing that ever
since.
Tony Johnson (05:37):
That's fantastic.
So tell me a little bit aboutyou saying that you started EOS
with your business and then soldyour business and then helped a
friend that was in a commercialreal estate business.
Could you kind of walk usthrough one?
How did you get involved so youread Traction and put it in
(06:00):
place?
How long did you enact EOS andthen how long did you help your
friend with eos?
Harvey Yergin (06:09):
the, the journey for me and my business pre-eos
to sale.
Let's say it was about threeyears okay.
Okay.
And then, when I was wrappingup that business, a good buddy
(06:29):
of mine locally who's also inGoBundance, which is the
organization we're a part of, hewas looking for an integrator
which is really a COO, somebodyto be at the helm of a business,
generate process development.
At the helm of a businessgenerate process development.
A lot of times when it's thefirst hire in that organization,
(06:49):
you're just taking this giantmess and creating some
organization out of it.
So he asked me to be hisintegrator.
I was in a transition time atthat point and I said yes and I
worked with him for a littleless than a year, about eight or
nine months or so.
It turns out that while I wasthe visionary and integrator for
(07:13):
my own company, going back intoan organization, working for
somebody and being an integrator, I underestimated the um.
I underestimated that, thatcommitment, that to be an
integrator, to be a co, that's,that's a lot, that's a big
commitment, um, and it's onething to do it for your own
(07:33):
company, where you're invested,super invested in the success of
the company.
It's another thing to be onyour own, like I was for six or
seven years, then come back andwork for somebody and be an
integrator, which is a.
That's a big commitment.
Most of the time the integratoris accountable for the P and L,
all profit and loss, that's.
That's one of the things thatare accountable for and it just
(07:56):
you know, I stayed nine months.
It was a lot of work, it was.
We had some fun.
I learned a crap ton.
I think he learned a crap ton.
So I was his first integrator.
We implemented some tools, wegot some organization in places
that there wasn't muchorganization and then we we
moved on.
We're still friends.
Tony Johnson (08:15):
Moved on and you're still friends.
Well, that's fantastic.
So it sounds like once you wentthrough that, I mean, that's,
that's a big undertaking, likeyou say.
And so you know how did thatfeel to you?
You're saying, when you weren'towner, so was it that you felt
like you were doing almost morethan the owner and not reaping
(08:37):
any benefits?
Is that kind of how you are?
Is that kind of what you'reinsinuating with that?
Harvey Yergin (08:46):
you're putting in so much work and it's
completely different because youweren't the owner.
Well, no, I would not say I wasdoing more work than the owner,
it's just very different.
I'd say the biggest frictionpoint for me was that I had, for
the last six or seven years,got very used to just being in
total charge of my time.
I'm doing more or less whateverI wanted.
I was working hard, but I wasable to, in the middle of the
(09:09):
day, go do things like volunteerat my kid's school or you know,
whatever it was that I wantedto do.
When you're working as a W andtwo in somebody else's company
and you just that's not reallyhow you can orchestrate your day
.
So that was, that was a bigchange of pace for me.
Um, and then, as it turns out,and so if if you're familiar
(09:31):
with the term visionary,integrator and you think you
might be one or both, read the,read the book rocket fuel.
Inside of rocket fuel is a is acrystallizer assessment, which
is a fancy term for a test thattells you how suited you are to
be either a visionary or anintegrator, or both.
And I hadn't taken that testuntil much later Turns out, I'm
(09:57):
actually not an integrator.
So I'm not hardwired for that,those sort of responsibilities
and accountabilities and thoseroles, and so it's
energy-sucking for me yeah, so Iwas, I was in that role as a
business owner, and I found thatheavy as a business owner too.
But it's different when it'syour own baby and it's your
(10:18):
business.
You just got to do what you gotto do, right, which isn't the
best way to run a business.
But that's where I was, andwhen it's somebody else's
business and it's sucking energyfrom me and I can't control my
own schedule, that's a lot.
Tony Johnson (10:32):
That is a lot to handle, that's for sure.
So for those who are not thatfamiliar yet with EOS and the
visionary and the integrator, sothe visionary is in essence
like the CEO that comes up withall the ideas and has the plan,
the future, the goal,orientation of everything and
kind of you know, picks all thethings that they want to do but
(10:54):
doesn't have.
Maybe what the integrator has,which is a lot of follow through
, finishing detail.
Orientation can put things intoaction and kind of good at, you
know, holding peopleaccountable, you know, and stuff
like that.
Those are kind of the majordifferences.
(11:15):
So it's like a CEO, coo and theEOS.
The idea of EOS is that everycompany, their strength and what
Rocket Fuel is about is thestrength is in the two, that you
really need a visionary and anintegrator for every company to
be successful.
So any successful company thatyou look at, historically
(11:37):
speaking, like McDonald's, youalways hear about the visionary
but there's always an integratoron the backside of that
business.
They don't get a lot of thecredit, but the majority of all
successful businesses out therehave that duo and if they don't,
there's a rarity of someonethat can kind of do both, but
really that's the majority ofcompanies.
(11:59):
You have to have the balance ofthat, those two, to be
successful.
So any individual that's, youknow, an entrepreneur, and
getting going there in initialphases, if they're by themselves
, they're having to carry bothof those loads and they inhibit
their long term growth by, notyou know, counterbalancing with
(12:20):
getting that other piece.
Harvey Yergin (12:23):
Yeah, yep, well said that's Yep, well said.
That's exactly what it is.
And I'd say, if you're abusiness owner right now and you
feel overwhelmed and you feellike your creative genius or
what you're supposed to be doingand what you like to do is
creative ideas, bigrelationships, culture, staying
at a 30,000 foot view, andyou're stuck in the weeds of
(12:47):
driving accountability andfilling positions, and maybe
there's also chaos underneath ofyou where you got a bunch of
people who are not actually thepeople that you want on your
team and you're finding itdifficult to have tough
conversations and hold peopleaccountable and get people to do
the things that they said theywould do.
It's's likely that you're avisionary, which the world needs
, and that you need anintegrator at some point, which
(13:10):
the world also needs.
And, like you said, thatdynamic duo can create rocket
fuel.
When those seats and thoseroles are crystal clear and
separate, when you know who'saccountable for integrating and
who's accountable for vision,then you can create rocket fuel.
Tony Johnson (13:27):
Yeah, and what Harvey in essence does, then, is
finds businesses that eitherdon't have one of those pieces
and helps them to identify whatthat person would be responsible
for doing so they can clearlyunderstand what they're looking
for, or find a company that hasthose both pieces, helps them
(13:48):
clarify their seats who'saccountable for what and how
they can put those systems inplace to implement EOS within
their company and get thecompany from where they are now
to a much higher level, moreefficient, in order to grow and
scale your company in aneffective manner, and who you're
(14:10):
looking to hire, what positionsyou need and what those people
are accountable for, and canreally simplify this process
that, in other words, would takeyears.
He can shorten that time framefor a new or active business
owner that's kind of strugglingby years.
With his experience.
That's what someone like Harveycan do for a business.
(14:33):
So I think it's critical forpeople to understand that this
is out there and yes, it's.
You know you can go read thebook, but putting it into effect
is a lot more difficult andtakes a lot of time and effort,
and there's a lot of tools thatare associated with the EOS that
you know someone with hisexperience can go through and
(14:54):
kind of get you hitting theground running and understanding
what to do.
So initially, harvey, when youmeet a client, what's the first
thing that you do with thatclient?
To kind of show them if they'vejust called you and want to
understand EOS and get to knowyou a little bit.
Harvey Yergin (15:11):
Yeah.
So that first, that first callis just, you know, just a
friendly get to know.
You call where I'm.
I'm asking them questions abouttheir business, about their
team, what their currentstruggles are, what they want
from the business that they'renot currently getting and why
they think that maybe they'renot getting it, and how long
(15:32):
it's been going on.
What kind of things have theytried?
Because EOS is not for everybodyand I'm not for everybody, so
there's no sense in uscontinuing any sort of
conversation if we feel likewe're not a match for each other
.
And likewise, they're asking mequestions about the kind of
businesses I've worked with, orhow long I've been doing this,
(15:54):
or what EOS is, et cetera.
And then, if it makes sense andthey are still interested and
it sounds like they'regrowth-oriented, growth-minded,
that they're frustrated andthey're wanting something from
their business that they're notgetting, the next step is I give
them for free, give them 90minutes, and in that 90 minutes
(16:18):
the business owner brings theirleadership team and together we
talk about what EOS is.
I ask them a few questionsabout where they've been, where
they are now and where they'regoing, and then we get into the
tools and I really just open thefire hose and share all of the
tools and disciplines in the EOSsystem.
(16:41):
And then the process of whatEOS implementation looks like.
And people who sit in on that90 minutes that free 90 minutes
that I give them they learnthings, they take tools away
that they can use whether or notwe move forward together and
they get a sense of if there'sfit, which is the whole
(17:02):
objective of that first free 90minutes.
Is there fit?
And fit means are you right forEOS and is EOS right for you?
Because, again, this isn'tgoing to work unless you're
committed, unless you arewilling to put in the work and
you're growth-oriented andgrowth-minded.
(17:23):
If you think you have all theanswers and you have it all
figured out, eos isn't for you.
Also, eos is specificallydesigned for a certain size of
business, so 10 plus employeesfor a certain size of business.
So 10 plus employees doesn'tmean it doesn't mean it won't
work for smaller or business orbigger businesses, because it's
10 to 250 employees, but it'sspecifically designed for
(17:46):
companies of that size.
So by the end of that free 90minutes, we all have a better
idea of if there's fit there ornot.
Tony Johnson (17:57):
Yeah, and I do hear sometimes, you know people
that are even smaller companiesare looking at EOS.
It's just when EOS, you knowyou're doing what's called an
accountability chart and kind oflaying out well, who's going to
be responsible for what.
And if you have a team of two,right, I mean there's not so
much to break down on who can beresponsible for what.
If you have a team of two,right, I mean there's not much
to break down on who can beresponsible for what.
(18:18):
If there's only two of you,you're basically splitting
everything that there is in half.
Now you might I mean you mightbe able to create seats for
everything you know, but it's,it's kind of a little far out.
One thing that you touched onthat I did want to and you just
kind of went over that I findyou know, initially, when I've
looked at EOS and bringingpeople, I'm like, well, what
(18:38):
industries have you worked with?
What industry were you in anddo you have experience with?
So could you kind of explain tome one do you get that a lot
and how do you overcome thatquestion?
So if I'm coming from amanufacturing company and you
haven't worked with any othermanufacturing companies, how can
you relate or understand thatcompany and how do you overcome
(19:02):
that?
Harvey Yergin (19:04):
Yeah, I mean I do .
Yeah, I do get that a lot.
And my first question is why isthat important to you?
What is it that you foresee inthis process that would be a
challenge or an obstacle that isunique to your industry?
I try to get an understandingof where that question is coming
from, because everybody that wetalk to, of course they're
(19:29):
human, and humans build storiesand they build up expectation of
how this thing is going to lookand unless you, until you're in
it, you'd really don't knowwhat it looks like.
It's just like anything else,and they're asking that question
from a what they think is anunderstanding of the way the
process is going to look.
(19:49):
And it's just.
It's very rarely anything closeto that.
Eventually, we get to the pointwhere it doesn't matter what
industry you're in.
It doesn't matter what industryyour implementer is in.
In fact, if you pull 100 goodimplementers, most of them will
(20:10):
say I would prefer not to workwith a team in an industry that
I'm super familiar with, becausean implementer's job is to be
in that room with the leadershipteam and to be objective and
facilitate and to extract thewisdom that's in the heads of
the team, that's in the room and, as you might imagine, if
(20:37):
you're very familiar with theindustry you start to think of
and maybe are tempted to offerstrategy advice or advice on
what to do next, provide answersin the room, which is not our
job as an implementer.
We're not there to be your guru.
We're there to teach you theEOS tools and facilitate the
(20:59):
knowledge and wisdom that'salready in that room and to be
objective, to listen really well, ask really good questions, et
cetera.
So that's eventually where weget.
Not everybody arrives at thatpoint, but then they just, I
think they get frustrated inlooking for an implementer who's
going to say, yeah, I'm, I'vedone manufacturing and that's
(21:20):
why I'll be your betterimplementer in our community of
EOS implementers.
You're not going to findsomebody who's going to say that
.
So the other thing that's how Ihandle that.
The other thing I want to goback to a two person team with
EOS.
I'm a one-person business and Irun on EOS.
My wife and I run our family onEOS and it just works.
(21:43):
Now it's built for teams of 10or more.
It just works better for thosesize teams.
But, man, those tools work.
An accountability chart even ifonly there's only two people
who can take those seats.
Clarity, as you know, theclarity you get from designing
that structure and putting allthe roles inside of those seats
(22:05):
and realizing you take a stepback and you realize, holy shit,
we're sitting in all theseseats doing all these things and
here are the ones we suck at.
Let's put a big fat circlearound this seat.
We need to hire for that onefirst, so it works.
Tony Johnson (22:21):
It does, and you know just the clarity of putting
you know.
What happens so many times inany business is multiple people
are responsible for the samething and the overlap of the
multiple people creates the mostproblems.
Not pulling and putting aspecific thing on one person's
(22:42):
plate, and the quicker thatyou're able to do that whether
it's two people, three people,four people when you can have
the clarity of this person'sresponsible you're accountable
for this, no one else but youthe quicker you can do that.
That's like in my opinion.
That's like step one.
Once you start completelymaking and holding someone
accountable for a specific thingand nobody else is going to
(23:04):
save you, then we see whatyou're made of and if you can
actually do your job.
That's the clearest thing.
That's the biggest problem thatI always see is you know too
many people.
There's too many cooks in thekitchen, they say too many
things and that's just a lack ofclearly identifying who's
responsible for this and thenholding them accountable, and
that's kind of where they buildup the rocks and the other
(23:26):
things.
So when you're doing that,could you kind of go through
Harvey and break down a littlebit further into EOS?
I know I said rocks, but tokind of break down what all is
involved once you kind of startup with that with an EOS.
Harvey Yergin (23:45):
Yeah, so to your point.
Yeah, so to your point.
That beautifully said.
You're a smart guy, I mean you.
You have figured this out.
I know you're educated too.
You read a lot and you payattention.
Yeah, if, if more than one oneperson is accountable, then
nobody is accountable.
And if you have a partner whichI did in my real estate
(24:07):
business often and if you have apartner which I did in my real
estate business often you think,oh, we're both owners, we're
50-50 owners.
That means we're bothresponsible and equally
accountable for these things.
And if two people areaccountable, then nobody is
accountable.
So you don't think that itmakes sense for 50-50 partners
to identify seats and roles andwhat they're accountable for and
split them and separate them.
(24:28):
But until you do that, you'lljust step on each other's toes
and or point fingers and waitfor the other person to take
care of something, and thenguess what?
That builds Resentment, andI've been there, okay, so.
So your question is what doesthe EOS implementation process?
Tony Johnson (24:49):
look like yeah, so let's say we get through a
90-minute and you get in.
So someone who is not reallyaware what are some of the other
things that are involved?
I know EOS breaks down into acertain amount of periods for
somebody to look at and howyou're judging yourself, and
then you set periodic goals.
(25:09):
Could you kind of break it downa little further for someone,
just if they're on the cusp ofhearing about this for the first
time?
Harvey Yergin (25:15):
Yeah, all right.
So in the 90 minute meeting,the whole thing is structured
around the EOS model and if youGoogle the EOS model, you'll see
this circle come up and it hasthe six key components of your
business, of your business andany business.
You all have six key components.
What we found is thatentrepreneurial leaders like you
(25:40):
, like me, like the peoplelistening to this, they tend to
wrestle with 136 issues at thesame time.
That probably sounds familiar.
We've also found that, to theextent that you can strengthen
the six key components of yourbusiness, is the extent that
those 136 issues they just kindof fall into place because
(26:02):
they're all symptoms of a trueroot cause, and that root cause
being weakness in one ormultiple of the six key
components of your business.
So what are the six keycomponents of your business?
The vision component this isjust getting everybody on the
same page with where you'regoing and how you plan to get
(26:23):
there.
The people component, becauseyou cannot accomplish a great
vision without great people.
Name me somebody who did greatthings in history and did it
alone.
Okay, great visions, take greatpeople.
Great people, of course, is aword and a term that gets thrown
around, so we define what thatlooks like for your unique
(26:47):
organization.
So we have the vision component, the people component.
Third component is the datacomponent.
Strengthening that component isabout getting to a point where
we're making decisions, asentrepreneurial leaders, based
on real facts and figures,objective information instead of
(27:08):
the subjective information,emotions and ego that we often
make decisions through asentrepreneurial leaders.
As the vision, people and datacomponents get stronger, you're
going to get more clarity,transparency is going to go up,
and so you're going to start tosee some things that you didn't
know were there and or seethings more clearly that you
(27:30):
thought were there but youweren't sure about.
So the fourth key component isthe issues component, and
strengthening that component isabout smoking out all the issues
in your business, all theproblems, obstacles and even
opportunities, identifying themat the root, hitting the nerve
on them, solving it there andmaking them go away forever for
(27:54):
the long-term greater good ofyour company.
So that was vision, people,data and issues component.
The fifth key component is theprocess component, and the
process component is aboutgetting the most important work
in your business done the rightand best way every single time.
There's probably a hundredentrepreneurs that just heard
(28:14):
that and said oh man, that wouldbe nice All the most important
work in your business done theright way and the best way every
single time.
Sign me up, as you imagine.
This is what makes yourbusiness more profitable or
scalable.
It makes it easier to manageand it makes it more fun,
(28:37):
because we all know what itfeels like to have to repeat
ourselves, to go back intosomething, some project, for
instance, and deal with an issuethat was just somebody not
paying attention or an oversighton something basic that you've
(28:59):
said before, and it's a waste oftime, it's super inefficient
and it makes you lose sleep.
So the business that has astrength in the process
component is easier to manageand ultimately makes it more fun
.
It always reminds me of thisquote that I love, and it's
systemize the predict thepredictable so that you can
(29:22):
humanize the unpredictable.
And that's what we like to doas humans, as creative beings,
is use our gifts and abilitiesto solve the complex problems or
or capitalize on the nextopportunity, not go back into a
project and have to deal withsome bullcrap that somebody
missed and there was oversighton.
(29:43):
That's so simple and we've saida hundred times that's what
makes business frustrating.
Okay, so that's the processcomponent and then finally the
traction component.
And if you look at the model,the traction component is at the
bottom, directly underneath thevision component, because the
traction component is aboutbringing that vision down to the
ground so that you can actuallyget progress towards it.
(30:03):
I mean, that's what we wantwith people with vision and
ideas.
We want progress towards thoseand it's it's there at the
bottom, underneath the visioncomponent, because vision
without traction ishallucination, it's all that is.
Vision without traction is justhallucination and that's funny,
(30:25):
you know, kind of.
But it's also sad, because weknow people, and or we are
people who have big, audaciousvisions and dreams for the
things we want to accomplish inthe world and they often go
unaccomplished because ofweakness in the traction
component.
So those are the six keycomponents and there are
(30:45):
specific tools and disciplinesinside of each one that we use
to strengthen each component andin the 90 minute meeting you
give a very clear picture ofwhat a hundred percent strong
looks like at the end of thisjourney that I take with all my
clients.
Tony Johnson (31:05):
That's awesome and , as I stated here initially so
as Harvey just broke that downit sounds really simple when he
gives us the six key components.
So I mean really, you know,harvey just breaks it down and
talks this through like, yes,this is a simple thing.
But you know, I for one, I'm on.
We're about to enter our eighthum quarter of eos.
So you, we are two years all inand it is very difficult, but
(31:33):
you see so many great thingsthat come from this.
My business has definitely beenable to grow and thrive within
this.
So many things have beenclarified and the biggest
challenge and what this COO andwhat Harvey is talking about
(31:55):
when he comes in and helps, Imean the biggest thing that you
really have to get it.
Once you've been around for awhile and as a business owner
that was stuck in this positionfor a long time, you know you're
working in your business, inyour business, in your business,
which doesn't allow you to workon your business.
So getting these processesdocumented some way, shape or
(32:17):
form is really allows you tostart delegating things out and
gives people positions that youthen see are useful, and then
you know they, the other peopleworking below, you can start to
get some processes and thosesimplified, repeatable, you know
, systemized, predictable tasks,like Hardy kind of brought,
(32:38):
like Harvey brought up.
Very simply speaking, you know,once you can start to document
those things, identify them anddocument them, that's where you
start to relinquish and that'swhere you start to be able to
grow.
And so, you know, harvey'ssimply walking through this
process, but I'm telling you,this is like life altering for a
business owner If you're ableto start to put some of this in
(33:02):
place.
So many business owners staystuck in that limiting mindset,
limiting belief, and thatthey're the only one that can do
whatever the heck that they'redoing.
It's so untrue, right.
And so, harvey, do youencounter that a lot when you're
talking to business owners?
Harvey Yergin (33:23):
Yeah, yeah, totally, yeah, totally.
Like I said earlier, in thatinitial phone call and then in
the 90-minute meeting, I'mgetting a feel for how
open-minded that business owneris, how growth-oriented they are
(33:45):
.
It's another thing to create anaccountability chart, realize
that you're sitting in three orfour seats and then have to take
the steps necessary to let goof work, let go of
accountability, accountableroles and delegate them to
somebody else and then let themdo it.
(34:06):
And yeah that that one of thebiggest problems that all eos
implementers run into and thenlet them do it.
And, yeah, that one of thebiggest problems that all EOS
implementers run into, togetherwith the leadership teams that
they're collaborating with andworking with, is a CEO owner not
letting go, being unwilling tolet go.
And the reality is that we knowit's hard, it's difficult and
(34:27):
it's scary, but it's in the andit's hard, it's difficult and
it's scary, but it's in the andit's difficult and it's scary.
And the EOS tools are designedto create a safety net for you.
That's why we create them sothat it becomes easier to let go
.
And to your point that you'vemade a couple times, it sounds
(34:47):
simple and it is.
These are all simple tools.
They're all timeless concepts.
These are things that have beenaround for 100 years.
They're going to be around for1,000 more, but there's a very
stark difference between simpleand easy.
It is not easy work.
The tools are simple but it isnot easy work.
And at the end of this 90minutes that I spend with teams,
(35:08):
one of the last things that Isay is this is not a seminar and
this is not an opportunity tojust dabble and you know a la
carte tools and just see kind ofwhat happens, especially if
we're working together with me,if you're working with me, this
is a fundamental change to theway you're doing business.
(35:30):
It will be difficult.
It requires commitment anddiscipline.
Do you have what it takes?
And if the answer is I don'tknow, or I don't think so or no,
then maybe there isn't a fitthere.
Tony Johnson (35:47):
Yeah, that that's it.
I mean, you know, and thereason you know that I asked
Harvey to come on and talk aboutthis is I've met multiple EOS
implementers, and so me, I lookat and I size up these
implementers and I listen towhat they say, and a lot of them
, just like with anything,people talk a lot.
(36:07):
But I see the passion withHarvey and sometimes I don't see
that with other people I'vespoken to.
Now, that's just me, right?
So I see that in Harvey, so Isee that in people.
There's just what I see inpeople.
Everybody is going to have theirown opinion and Harvey would
love to meet with many businessowners, but either there's a fit
or there's not a fit, right, Imean.
(36:27):
So I have a certain amount.
I mean I feel like I'mextremely passionate about my
career, my job, what I do.
I feel like Harvey's extremelypassionate about what he does
and when you find that it'saddictive.
So you want to, you know, keepthose type of people around you,
and so you know it doesn'tmatter what industry, like he
says, he's in, and it'ssomething to you know.
It doesn't matter what industry, like he says, he's in, and
it's something to you know.
(36:49):
Consider, if you're in businessto get with someone like Harvey.
It doesn't have to be Harvey.
I just, specifically, am drawnto Harvey because I can see his
passion for what he does.
But I think that you know it'simportant for anybody who has a
business to at least you knowreach out.
Eos has a nationwide networkyou can reach out to on their
(37:10):
website and you know at leastreach out and let someone give
you that 90 minute introductioninto EOS.
It could be life altering foryour company and your employees
and you know where you'rehelping your employees get in
life.
Harvey Yergin (37:27):
Yeah, yeah, go to EOS worldwidecom.
There's a, there's an option inthere to find an implementer
that's near you.
At the very least, pick uptraction by Gino Wickman and
look through it.
I wouldn't recommend listeningto that book because it reads
like a textbook.
You'll lose a lot just by umaudiobook version or audiobook
(37:50):
uh, reading of that.
And if you do know you're avisionary.
If what we've already saidtoday is like, yep, you're
hearing that and you say, yep,I'm a visionary, don't read
traction.
Go get rocket fuel and readthat.
Instead, you'll learn about thetools.
It's much shorter, it's writtenyou and you'll find that to be
a much easier read.
But yeah, just explore it.
(38:10):
Go educate yourself on it.
Tony Johnson (38:14):
Yeah, yeah.
Thank you so much, harvey.
I appreciate you coming on andjoining us today, and if people
want to reach out to you to talkfurther about EOS or maybe see
if they can do a 90-minutemeeting with you, what's the
best way to reach out to you?
Harvey Yergin (38:26):
Yeah, they can email me at harveyjergin that's
Y-E-R-G-I-N at eosworldwidecom.
Tony Johnson (38:40):
Awesome, harvey, thanks so much for joining us
today.
It's been a pleasure, and thankyou so much for explaining EOS
to the viewers.
And please reach out to Harvey.
I definitely, you know, wouldvouch for him, recommend him.
He is a fantastic contact foranybody in any business.
Um, so, please reach out to him, give him a call and give him a
shot to uh, you know, discussEOS with you.
Thanks so much, harvey.
Harvey Yergin (39:00):
Thank you, Tony.
I appreciate that.
Have a great day you too.
Welcome to another episode of Carolina Commercial
Real Estate Connection.
Today we have Harvey Yerginfrom Ohio with us.
Well, I think he's from Germany, but we're going to call it
Ohio.
That's where he's living rightnow, Harvey how are you doing?
Harvey Yergin (00:12):
Yeah, my blood is from Germany.
Yeah, I'm from Ohio.
I'm good man.
Thanks for having me.
Tony Johnson (00:16):
Yeah, that's awesome, that's fantastic.
So what does Yergen mean inEnglish?
Does it have any furthermeaning, or we know about it?
Harvey Yergin (00:26):
Yeah, yeah, when I looked it up, I think it's a
one-for-one translation to theword farmer.
Tony Johnson (00:33):
I love that.
Harvey the farmer, harvey thefarmer, juergen, that's what
we're going to go with from nowon.
Yeah, harvey's coming to us tokind of go over EOS.
Harvey is an EOS implementer.
And, harvey, can you explain,for those who don't know, one,
what EOS is and, two, what animplementer is in EOS?
Harvey Yergin (00:57):
Yep.
So I spend all day, every day,helping business owners get what
they want from their business,help them live their ideal lives
, of which their business isjust a part of.
And to do that, I help themimplement EOS, which is a
complete set of simple tools,timeless principles, disciplines
(01:20):
and practices, and we get themvision, traction and healthy.
So if you're a business ownerout there, or you think you
might be at some point vision isfiguring out where you're going
long-term and making sureeverybody else who's on your
team is going the same direction.
Traction is getting realaccountability and discipline in
your business so that everybodyeverywhere is operating towards
(01:44):
that vision and plan.
And then healthy is getting theentire team to be open, honest,
cohesive, fun-loving, enjoyingbeing around each other as they
work and play towards thatcommon vision.
Oftentimes, when we run intoteams, that's not the way they
interact with each other.
I've been a part of teams thatdon't interact that way.
So that's the whole a at a highlevel.
That is the entire purpose.
(02:06):
So eos stands for theentrepreneurial operating system
.
An operating system for yourbusiness is just a, a way that
you do your business.
There's several operatingsystems out there.
You can even create your own.
I just happen to like eOS thebest and, yeah, that's what I
get to do and I love it.
Tony Johnson (02:27):
That's awesome.
Yeah, eos is a very simple butcomplicated thing, so it's
simple in the layout of it.
Obviously, it's complicated inthe complete execution of this
in order to make it work, butit's a very simple system.
What got you or what kind of uhcaught your eye about eos?
How did you get involved in eosand becoming an eos implementer
(02:51):
?
Harvey Yergin (02:52):
yeah, my story starts.
So I was a I was a division oneathlete, and this is where I
just really fell in love withthis idea of team.
Fell in love with this idea ofteam.
Shortly after I was an athlete,I was fortunate enough to work
for the United States Army as acivilian.
I led teams of soldiers andformer soldiers and, as you'd
(03:14):
imagine, in that environment,team is also very important.
I loved that job.
I eventually decided to pursuesome of my own passions, namely,
more time with my family and tobuild businesses that I was
interested in.
So I pursued real estate.
I went to Bigger PocketsUniversity, like a lot of people
, back in 2015, decided, oh,this sounds like a pretty good
(03:35):
plan.
Let me quit my very secure,cushy job as a government
employee and go build.
Go build a business.
Well.
So I started to do that.
Slowly, over time, decided thatI wanted to do it on a bigger
scale.
So I was, you know, flipping,wholesaling, buying to hold, etc
(03:57):
.
And when I wanted to grow it, Ihad to build a team.
I just couldn't do everythingmyself, and that's when I
realized, oh shit, I'm not verygood at this.
It's it's one thing to behanded a team like a sports team
or a team of soldiers andformer soldiers and improve them
and drive them towards a commonpurpose.
It's another thing to build ateam from scratch and, like I
(04:22):
said, I was uh, I wasn't gettingvery far very fast.
So that led me to do someresearch, look for some help,
which led me to the bookTraction by Gina Wickman, which
is quote-unquote, the Bible foreverything EOS and it resonated.
I mean, if you've been astruggling business owner or a
(04:42):
business owner who just feelslike things are out of control
and then you read Traction orRocket Fuel for that matter
you're like whoa, this is what Ineed.
So I started implementing someof those tools, eventually sold
that business, helped anotherbuddy here locally who had a
commercial real estate companyimplement some of the same tools
(05:03):
, commercial real estate companyimplement some of the same
tools.
And then, when I was done beinghis integrator and implementing
those tools, I decided that Ireally like helping other
business owners, coaching andteaching.
I already knew EOS at least Ithought I did but I was familiar
with EOS because of using it inmy business and another
(05:24):
person's business.
So I went down that path andbecame a certified and
professional EOS implementer,and I've been doing that ever
since.
Tony Johnson (05:37):
That's fantastic.
So tell me a little bit aboutyou saying that you started EOS
with your business and then soldyour business and then helped a
friend that was in a commercialreal estate business.
Could you kind of walk usthrough one?
How did you get involved so youread Traction and put it in
(06:00):
place?
How long did you enact EOS andthen how long did you help your
friend with eos?
Harvey Yergin (06:09):
the, the journey for me and my business pre-eos
to sale.
Let's say it was about threeyears okay.
Okay.
And then, when I was wrappingup that business, a good buddy
(06:29):
of mine locally who's also inGoBundance, which is the
organization we're a part of, hewas looking for an integrator
which is really a COO, somebodyto be at the helm of a business,
generate process development.
At the helm of a businessgenerate process development.
A lot of times when it's thefirst hire in that organization,
(06:49):
you're just taking this giantmess and creating some
organization out of it.
So he asked me to be hisintegrator.
I was in a transition time atthat point and I said yes and I
worked with him for a littleless than a year, about eight or
nine months or so.
It turns out that while I wasthe visionary and integrator for
(07:13):
my own company, going back intoan organization, working for
somebody and being an integrator, I underestimated the um.
I underestimated that, thatcommitment, that to be an
integrator, to be a co, that's,that's a lot, that's a big
commitment, um, and it's onething to do it for your own
(07:33):
company, where you're invested,super invested in the success of
the company.
It's another thing to be onyour own, like I was for six or
seven years, then come back andwork for somebody and be an
integrator, which is a.
That's a big commitment.
Most of the time the integratoris accountable for the P and L,
all profit and loss, that's.
That's one of the things thatare accountable for and it just
(07:56):
you know, I stayed nine months.
It was a lot of work, it was.
We had some fun.
I learned a crap ton.
I think he learned a crap ton.
So I was his first integrator.
We implemented some tools, wegot some organization in places
that there wasn't muchorganization and then we we
moved on.
We're still friends.
Tony Johnson (08:15):
Moved on and you're still friends.
Well, that's fantastic.
So it sounds like once you wentthrough that, I mean, that's,
that's a big undertaking, likeyou say.
And so you know how did thatfeel to you?
You're saying, when you weren'towner, so was it that you felt
like you were doing almost morethan the owner and not reaping
(08:37):
any benefits?
Is that kind of how you are?
Is that kind of what you'reinsinuating with that?
Harvey Yergin (08:46):
you're putting in so much work and it's
completely different because youweren't the owner.
Well, no, I would not say I wasdoing more work than the owner,
it's just very different.
I'd say the biggest frictionpoint for me was that I had, for
the last six or seven years,got very used to just being in
total charge of my time.
I'm doing more or less whateverI wanted.
I was working hard, but I wasable to, in the middle of the
(09:09):
day, go do things like volunteerat my kid's school or you know,
whatever it was that I wantedto do.
When you're working as a W andtwo in somebody else's company
and you just that's not reallyhow you can orchestrate your day
.
So that was, that was a bigchange of pace for me.
Um, and then, as it turns out,and so if if you're familiar
(09:31):
with the term visionary,integrator and you think you
might be one or both, read the,read the book rocket fuel.
Inside of rocket fuel is a is acrystallizer assessment, which
is a fancy term for a test thattells you how suited you are to
be either a visionary or anintegrator, or both.
And I hadn't taken that testuntil much later Turns out, I'm
(09:57):
actually not an integrator.
So I'm not hardwired for that,those sort of responsibilities
and accountabilities and thoseroles, and so it's
energy-sucking for me yeah, so Iwas, I was in that role as a
business owner, and I found thatheavy as a business owner too.
But it's different when it'syour own baby and it's your
(10:18):
business.
You just got to do what you gotto do, right, which isn't the
best way to run a business.
But that's where I was, andwhen it's somebody else's
business and it's sucking energyfrom me and I can't control my
own schedule, that's a lot.
Tony Johnson (10:32):
That is a lot to handle, that's for sure.
So for those who are not thatfamiliar yet with EOS and the
visionary and the integrator, sothe visionary is in essence
like the CEO that comes up withall the ideas and has the plan,
the future, the goal,orientation of everything and
kind of you know, picks all thethings that they want to do but
(10:54):
doesn't have.
Maybe what the integrator has,which is a lot of follow through
, finishing detail.
Orientation can put things intoaction and kind of good at, you
know, holding peopleaccountable, you know, and stuff
like that.
Those are kind of the majordifferences.
(11:15):
So it's like a CEO, coo and theEOS.
The idea of EOS is that everycompany, their strength and what
Rocket Fuel is about is thestrength is in the two, that you
really need a visionary and anintegrator for every company to
be successful.
So any successful company thatyou look at, historically
(11:37):
speaking, like McDonald's, youalways hear about the visionary
but there's always an integratoron the backside of that
business.
They don't get a lot of thecredit, but the majority of all
successful businesses out therehave that duo and if they don't,
there's a rarity of someonethat can kind of do both, but
really that's the majority ofcompanies.
(11:59):
You have to have the balance ofthat, those two, to be
successful.
So any individual that's, youknow, an entrepreneur, and
getting going there in initialphases, if they're by themselves
, they're having to carry bothof those loads and they inhibit
their long term growth by, notyou know, counterbalancing with
(12:20):
getting that other piece.
Harvey Yergin (12:23):
Yeah, yep, well said that's Yep, well said.
That's exactly what it is.
And I'd say, if you're abusiness owner right now and you
feel overwhelmed and you feellike your creative genius or
what you're supposed to be doingand what you like to do is
creative ideas, bigrelationships, culture, staying
at a 30,000 foot view, andyou're stuck in the weeds of
(12:47):
driving accountability andfilling positions, and maybe
there's also chaos underneath ofyou where you got a bunch of
people who are not actually thepeople that you want on your
team and you're finding itdifficult to have tough
conversations and hold peopleaccountable and get people to do
the things that they said theywould do.
It's's likely that you're avisionary, which the world needs
, and that you need anintegrator at some point, which
(13:10):
the world also needs.
And, like you said, thatdynamic duo can create rocket
fuel.
When those seats and thoseroles are crystal clear and
separate, when you know who'saccountable for integrating and
who's accountable for vision,then you can create rocket fuel.
Tony Johnson (13:27):
Yeah, and what Harvey in essence does, then, is
finds businesses that eitherdon't have one of those pieces
and helps them to identify whatthat person would be responsible
for doing so they can clearlyunderstand what they're looking
for, or find a company that hasthose both pieces, helps them
(13:48):
clarify their seats who'saccountable for what and how
they can put those systems inplace to implement EOS within
their company and get thecompany from where they are now
to a much higher level, moreefficient, in order to grow and
scale your company in aneffective manner, and who you're
(14:10):
looking to hire, what positionsyou need and what those people
are accountable for, and canreally simplify this process
that, in other words, would takeyears.
He can shorten that time framefor a new or active business
owner that's kind of strugglingby years.
With his experience.
That's what someone like Harveycan do for a business.
(14:33):
So I think it's critical forpeople to understand that this
is out there and yes, it's.
You know you can go read thebook, but putting it into effect
is a lot more difficult andtakes a lot of time and effort,
and there's a lot of tools thatare associated with the EOS that
you know someone with hisexperience can go through and
(14:54):
kind of get you hitting theground running and understanding
what to do.
So initially, harvey, when youmeet a client, what's the first
thing that you do with thatclient?
To kind of show them if they'vejust called you and want to
understand EOS and get to knowyou a little bit.
Harvey Yergin (15:11):
Yeah.
So that first, that first callis just, you know, just a
friendly get to know.
You call where I'm.
I'm asking them questions abouttheir business, about their
team, what their currentstruggles are, what they want
from the business that they'renot currently getting and why
they think that maybe they'renot getting it, and how long
(15:32):
it's been going on.
What kind of things have theytried?
Because EOS is not for everybodyand I'm not for everybody, so
there's no sense in uscontinuing any sort of
conversation if we feel likewe're not a match for each other
.
And likewise, they're asking mequestions about the kind of
businesses I've worked with, orhow long I've been doing this,
(15:54):
or what EOS is, et cetera.
And then, if it makes sense andthey are still interested and
it sounds like they'regrowth-oriented, growth-minded,
that they're frustrated andthey're wanting something from
their business that they're notgetting, the next step is I give
them for free, give them 90minutes, and in that 90 minutes
(16:18):
the business owner brings theirleadership team and together we
talk about what EOS is.
I ask them a few questionsabout where they've been, where
they are now and where they'regoing, and then we get into the
tools and I really just open thefire hose and share all of the
tools and disciplines in the EOSsystem.
(16:41):
And then the process of whatEOS implementation looks like.
And people who sit in on that90 minutes that free 90 minutes
that I give them they learnthings, they take tools away
that they can use whether or notwe move forward together and
they get a sense of if there'sfit, which is the whole
(17:02):
objective of that first free 90minutes.
Is there fit?
And fit means are you right forEOS and is EOS right for you?
Because, again, this isn'tgoing to work unless you're
committed, unless you arewilling to put in the work and
you're growth-oriented andgrowth-minded.
(17:23):
If you think you have all theanswers and you have it all
figured out, eos isn't for you.
Also, eos is specificallydesigned for a certain size of
business, so 10 plus employeesfor a certain size of business.
So 10 plus employees doesn'tmean it doesn't mean it won't
work for smaller or business orbigger businesses, because it's
10 to 250 employees, but it'sspecifically designed for
(17:46):
companies of that size.
So by the end of that free 90minutes, we all have a better
idea of if there's fit there ornot.
Tony Johnson (17:57):
Yeah, and I do hear sometimes, you know people
that are even smaller companiesare looking at EOS.
It's just when EOS, you knowyou're doing what's called an
accountability chart and kind oflaying out well, who's going to
be responsible for what.
And if you have a team of two,right, I mean there's not so
much to break down on who can beresponsible for what.
If you have a team of two,right, I mean there's not much
to break down on who can beresponsible for what.
(18:18):
If there's only two of you,you're basically splitting
everything that there is in half.
Now you might I mean you mightbe able to create seats for
everything you know, but it's,it's kind of a little far out.
One thing that you touched onthat I did want to and you just
kind of went over that I findyou know, initially, when I've
looked at EOS and bringingpeople, I'm like, well, what
(18:38):
industries have you worked with?
What industry were you in anddo you have experience with?
So could you kind of explain tome one do you get that a lot
and how do you overcome thatquestion?
So if I'm coming from amanufacturing company and you
haven't worked with any othermanufacturing companies, how can
you relate or understand thatcompany and how do you overcome
(19:02):
that?
Harvey Yergin (19:04):
Yeah, I mean I do .
Yeah, I do get that a lot.
And my first question is why isthat important to you?
What is it that you foresee inthis process that would be a
challenge or an obstacle that isunique to your industry?
I try to get an understandingof where that question is coming
from, because everybody that wetalk to, of course they're
(19:29):
human, and humans build storiesand they build up expectation of
how this thing is going to lookand unless you, until you're in
it, you'd really don't knowwhat it looks like.
It's just like anything else,and they're asking that question
from a what they think is anunderstanding of the way the
process is going to look.
(19:49):
And it's just.
It's very rarely anything closeto that.
Eventually, we get to the pointwhere it doesn't matter what
industry you're in.
It doesn't matter what industryyour implementer is in.
In fact, if you pull 100 goodimplementers, most of them will
(20:10):
say I would prefer not to workwith a team in an industry that
I'm super familiar with, becausean implementer's job is to be
in that room with the leadershipteam and to be objective and
facilitate and to extract thewisdom that's in the heads of
the team, that's in the room and, as you might imagine, if
(20:37):
you're very familiar with theindustry you start to think of
and maybe are tempted to offerstrategy advice or advice on
what to do next, provide answersin the room, which is not our
job as an implementer.
We're not there to be your guru.
We're there to teach you theEOS tools and facilitate the
(20:59):
knowledge and wisdom that'salready in that room and to be
objective, to listen really well, ask really good questions, et
cetera.
So that's eventually where weget.
Not everybody arrives at thatpoint, but then they just, I
think they get frustrated inlooking for an implementer who's
going to say, yeah, I'm, I'vedone manufacturing and that's
(21:20):
why I'll be your betterimplementer in our community of
EOS implementers.
You're not going to findsomebody who's going to say that
.
So the other thing that's how Ihandle that.
The other thing I want to goback to a two person team with
EOS.
I'm a one-person business and Irun on EOS.
My wife and I run our family onEOS and it just works.
(21:43):
Now it's built for teams of 10or more.
It just works better for thosesize teams.
But, man, those tools work.
An accountability chart even ifonly there's only two people
who can take those seats.
Clarity, as you know, theclarity you get from designing
that structure and putting allthe roles inside of those seats
(22:05):
and realizing you take a stepback and you realize, holy shit,
we're sitting in all theseseats doing all these things and
here are the ones we suck at.
Let's put a big fat circlearound this seat.
We need to hire for that onefirst, so it works.
Tony Johnson (22:21):
It does, and you know just the clarity of putting
you know.
What happens so many times inany business is multiple people
are responsible for the samething and the overlap of the
multiple people creates the mostproblems.
Not pulling and putting aspecific thing on one person's
(22:42):
plate, and the quicker thatyou're able to do that whether
it's two people, three people,four people when you can have
the clarity of this person'sresponsible you're accountable
for this, no one else but youthe quicker you can do that.
That's like in my opinion.
That's like step one.
Once you start completelymaking and holding someone
accountable for a specific thingand nobody else is going to
(23:04):
save you, then we see whatyou're made of and if you can
actually do your job.
That's the clearest thing.
That's the biggest problem thatI always see is you know too
many people.
There's too many cooks in thekitchen, they say too many
things and that's just a lack ofclearly identifying who's
responsible for this and thenholding them accountable, and
that's kind of where they buildup the rocks and the other
(23:26):
things.
So when you're doing that,could you kind of go through
Harvey and break down a littlebit further into EOS?
I know I said rocks, but tokind of break down what all is
involved once you kind of startup with that with an EOS.
Harvey Yergin (23:45):
Yeah, so to your point.
Yeah, so to your point.
That beautifully said.
You're a smart guy, I mean you.
You have figured this out.
I know you're educated too.
You read a lot and you payattention.
Yeah, if, if more than one oneperson is accountable, then
nobody is accountable.
And if you have a partner whichI did in my real estate
(24:07):
business often and if you have apartner which I did in my real
estate business often you think,oh, we're both owners, we're
50-50 owners.
That means we're bothresponsible and equally
accountable for these things.
And if two people areaccountable, then nobody is
accountable.
So you don't think that itmakes sense for 50-50 partners
to identify seats and roles andwhat they're accountable for and
split them and separate them.
(24:28):
But until you do that, you'lljust step on each other's toes
and or point fingers and waitfor the other person to take
care of something, and thenguess what?
That builds Resentment, andI've been there, okay, so.
So your question is what doesthe EOS implementation process?
Tony Johnson (24:49):
look like yeah, so let's say we get through a
90-minute and you get in.
So someone who is not reallyaware what are some of the other
things that are involved?
I know EOS breaks down into acertain amount of periods for
somebody to look at and howyou're judging yourself, and
then you set periodic goals.
(25:09):
Could you kind of break it downa little further for someone,
just if they're on the cusp ofhearing about this for the first
time?
Harvey Yergin (25:15):
Yeah, all right.
So in the 90 minute meeting,the whole thing is structured
around the EOS model and if youGoogle the EOS model, you'll see
this circle come up and it hasthe six key components of your
business, of your business andany business.
You all have six key components.
What we found is thatentrepreneurial leaders like you
(25:40):
, like me, like the peoplelistening to this, they tend to
wrestle with 136 issues at thesame time.
That probably sounds familiar.
We've also found that, to theextent that you can strengthen
the six key components of yourbusiness, is the extent that
those 136 issues they just kindof fall into place because
(26:02):
they're all symptoms of a trueroot cause, and that root cause
being weakness in one ormultiple of the six key
components of your business.
So what are the six keycomponents of your business?
The vision component this isjust getting everybody on the
same page with where you'regoing and how you plan to get
(26:23):
there.
The people component, becauseyou cannot accomplish a great
vision without great people.
Name me somebody who did greatthings in history and did it
alone.
Okay, great visions, take greatpeople.
Great people, of course, is aword and a term that gets thrown
around, so we define what thatlooks like for your unique
(26:47):
organization.
So we have the vision component, the people component.
Third component is the datacomponent.
Strengthening that component isabout getting to a point where
we're making decisions, asentrepreneurial leaders, based
on real facts and figures,objective information instead of
(27:08):
the subjective information,emotions and ego that we often
make decisions through asentrepreneurial leaders.
As the vision, people and datacomponents get stronger, you're
going to get more clarity,transparency is going to go up,
and so you're going to start tosee some things that you didn't
know were there and or seethings more clearly that you
(27:30):
thought were there but youweren't sure about.
So the fourth key component isthe issues component, and
strengthening that component isabout smoking out all the issues
in your business, all theproblems, obstacles and even
opportunities, identifying themat the root, hitting the nerve
on them, solving it there andmaking them go away forever for
(27:54):
the long-term greater good ofyour company.
So that was vision, people,data and issues component.
The fifth key component is theprocess component, and the
process component is aboutgetting the most important work
in your business done the rightand best way every single time.
There's probably a hundredentrepreneurs that just heard
(28:14):
that and said oh man, that wouldbe nice All the most important
work in your business done theright way and the best way every
single time.
Sign me up, as you imagine.
This is what makes yourbusiness more profitable or
scalable.
It makes it easier to manageand it makes it more fun,
(28:37):
because we all know what itfeels like to have to repeat
ourselves, to go back intosomething, some project, for
instance, and deal with an issuethat was just somebody not
paying attention or an oversighton something basic that you've
(28:59):
said before, and it's a waste oftime, it's super inefficient
and it makes you lose sleep.
So the business that has astrength in the process
component is easier to manageand ultimately makes it more fun
.
It always reminds me of thisquote that I love, and it's
systemize the predict thepredictable so that you can
(29:22):
humanize the unpredictable.
And that's what we like to doas humans, as creative beings,
is use our gifts and abilitiesto solve the complex problems or
or capitalize on the nextopportunity, not go back into a
project and have to deal withsome bullcrap that somebody
missed and there was oversighton.
(29:43):
That's so simple and we've saida hundred times that's what
makes business frustrating.
Okay, so that's the processcomponent and then finally the
traction component.
And if you look at the model,the traction component is at the
bottom, directly underneath thevision component, because the
traction component is aboutbringing that vision down to the
ground so that you can actuallyget progress towards it.
(30:03):
I mean, that's what we wantwith people with vision and
ideas.
We want progress towards thoseand it's it's there at the
bottom, underneath the visioncomponent, because vision
without traction ishallucination, it's all that is.
Vision without traction is justhallucination and that's funny,
(30:25):
you know, kind of.
But it's also sad, because weknow people, and or we are
people who have big, audaciousvisions and dreams for the
things we want to accomplish inthe world and they often go
unaccomplished because ofweakness in the traction
component.
So those are the six keycomponents and there are
(30:45):
specific tools and disciplinesinside of each one that we use
to strengthen each component andin the 90 minute meeting you
give a very clear picture ofwhat a hundred percent strong
looks like at the end of thisjourney that I take with all my
clients.
Tony Johnson (31:05):
That's awesome and , as I stated here initially so
as Harvey just broke that downit sounds really simple when he
gives us the six key components.
So I mean really, you know,harvey just breaks it down and
talks this through like, yes,this is a simple thing.
But you know, I for one, I'm on.
We're about to enter our eighthum quarter of eos.
So you, we are two years all inand it is very difficult, but
(31:33):
you see so many great thingsthat come from this.
My business has definitely beenable to grow and thrive within
this.
So many things have beenclarified and the biggest
challenge and what this COO andwhat Harvey is talking about
(31:55):
when he comes in and helps, Imean the biggest thing that you
really have to get it.
Once you've been around for awhile and as a business owner
that was stuck in this positionfor a long time, you know you're
working in your business, inyour business, in your business,
which doesn't allow you to workon your business.
So getting these processesdocumented some way, shape or
(32:17):
form is really allows you tostart delegating things out and
gives people positions that youthen see are useful, and then
you know they, the other peopleworking below, you can start to
get some processes and thosesimplified, repeatable, you know
, systemized, predictable tasks,like Hardy kind of brought,
(32:38):
like Harvey brought up.
Very simply speaking, you know,once you can start to document
those things, identify them anddocument them, that's where you
start to relinquish and that'swhere you start to be able to
grow.
And so, you know, harvey'ssimply walking through this
process, but I'm telling you,this is like life altering for a
business owner If you're ableto start to put some of this in
(33:02):
place.
So many business owners staystuck in that limiting mindset,
limiting belief, and thatthey're the only one that can do
whatever the heck that they'redoing.
It's so untrue, right.
And so, harvey, do youencounter that a lot when you're
talking to business owners?
Harvey Yergin (33:23):
Yeah, yeah, totally, yeah, totally.
Like I said earlier, in thatinitial phone call and then in
the 90-minute meeting, I'mgetting a feel for how
open-minded that business owneris, how growth-oriented they are
(33:45):
.
It's another thing to create anaccountability chart, realize
that you're sitting in three orfour seats and then have to take
the steps necessary to let goof work, let go of
accountability, accountableroles and delegate them to
somebody else and then let themdo it.
(34:06):
And yeah that that one of thebiggest problems that all eos
implementers run into and thenlet them do it.
And, yeah, that one of thebiggest problems that all EOS
implementers run into, togetherwith the leadership teams that
they're collaborating with andworking with, is a CEO owner not
letting go, being unwilling tolet go.
And the reality is that we knowit's hard, it's difficult and
(34:27):
it's scary, but it's in the andit's hard, it's difficult and
it's scary, but it's in the andit's difficult and it's scary.
And the EOS tools are designedto create a safety net for you.
That's why we create them sothat it becomes easier to let go
.
And to your point that you'vemade a couple times, it sounds
(34:47):
simple and it is.
These are all simple tools.
They're all timeless concepts.
These are things that have beenaround for 100 years.
They're going to be around for1,000 more, but there's a very
stark difference between simpleand easy.
It is not easy work.
The tools are simple but it isnot easy work.
And at the end of this 90minutes that I spend with teams,
(35:08):
one of the last things that Isay is this is not a seminar and
this is not an opportunity tojust dabble and you know a la
carte tools and just see kind ofwhat happens, especially if
we're working together with me,if you're working with me, this
is a fundamental change to theway you're doing business.
(35:30):
It will be difficult.
It requires commitment anddiscipline.
Do you have what it takes?
And if the answer is I don'tknow, or I don't think so or no,
then maybe there isn't a fitthere.
Tony Johnson (35:47):
Yeah, that that's it.
I mean, you know, and thereason you know that I asked
Harvey to come on and talk aboutthis is I've met multiple EOS
implementers, and so me, I lookat and I size up these
implementers and I listen towhat they say, and a lot of them
, just like with anything,people talk a lot.
(36:07):
But I see the passion withHarvey and sometimes I don't see
that with other people I'vespoken to.
Now, that's just me, right?
So I see that in Harvey, so Isee that in people.
There's just what I see inpeople.
Everybody is going to have theirown opinion and Harvey would
love to meet with many businessowners, but either there's a fit
or there's not a fit, right, Imean.
(36:27):
So I have a certain amount.
I mean I feel like I'mextremely passionate about my
career, my job, what I do.
I feel like Harvey's extremelypassionate about what he does
and when you find that it'saddictive.
So you want to, you know, keepthose type of people around you,
and so you know it doesn'tmatter what industry, like he
says, he's in, and it'ssomething to you know.
It doesn't matter what industry, like he says, he's in, and
it's something to you know.
(36:49):
Consider, if you're in businessto get with someone like Harvey.
It doesn't have to be Harvey.
I just, specifically, am drawnto Harvey because I can see his
passion for what he does.
But I think that you know it'simportant for anybody who has a
business to at least you knowreach out.
Eos has a nationwide networkyou can reach out to on their
(37:10):
website and you know at leastreach out and let someone give
you that 90 minute introductioninto EOS.
It could be life altering foryour company and your employees
and you know where you'rehelping your employees get in
life.
Harvey Yergin (37:27):
Yeah, yeah, go to EOS worldwidecom.
There's a, there's an option inthere to find an implementer
that's near you.
At the very least, pick uptraction by Gino Wickman and
look through it.
I wouldn't recommend listeningto that book because it reads
like a textbook.
You'll lose a lot just by umaudiobook version or audiobook
(37:50):
uh, reading of that.
And if you do know you're avisionary.
If what we've already saidtoday is like, yep, you're
hearing that and you say, yep,I'm a visionary, don't read
traction.
Go get rocket fuel and readthat.
Instead, you'll learn about thetools.
It's much shorter, it's writtenyou and you'll find that to be
a much easier read.
But yeah, just explore it.
(38:10):
Go educate yourself on it.
Tony Johnson (38:14):
Yeah, yeah.
Thank you so much, harvey.
I appreciate you coming on andjoining us today, and if people
want to reach out to you to talkfurther about EOS or maybe see
if they can do a 90-minutemeeting with you, what's the
best way to reach out to you?
Harvey Yergin (38:26):
Yeah, they can email me at harveyjergin that's
Y-E-R-G-I-N at eosworldwidecom.
Tony Johnson (38:40):
Awesome, harvey, thanks so much for joining us
today.
It's been a pleasure, and thankyou so much for explaining EOS
to the viewers.
And please reach out to Harvey.
I definitely, you know, wouldvouch for him, recommend him.
He is a fantastic contact foranybody in any business.
Um, so, please reach out to him, give him a call and give him a
shot to uh, you know, discussEOS with you.
Thanks so much, harvey.
Harvey Yergin (39:00):
Thank you, Tony.
I appreciate that.
Have a great day you too.
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