Creating culture clarity during a crisis.
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.
In this episode, Derek and Kyle discuss:
- What is the enterprise operating system?
- How does fear impact employee production?
- What can companies do to positively impact company culture?
- and much much more.
Kyle Hamer: (00:04)
Hello and welcome to the summit, the podcast where we bring knowledge and insights from industry leaders and professionals. No fluff, no double digit overnight growth skis. I’m your host. I’m on a mission, the blank secrets to success in business. We’re having real conversations with real people on how you get answers, progress in your career and move your business forward. Today’s guest joining us on the summit 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 know Derek, he’s an award winning COO and the results as an experienced executive leader specializing in the implementation of operational frameworks and developing high performing teams for early and second stage companies. Derek’s life goal of creating positive legacy through both his work, his life, and through his family and friends. Derek’s life goal is creating a positive legacy through both his work, his life, and through his family and friends. His personal passion for continuous improvement. Kaizen translated into a program he developed in 2013 the employee development program or EDP, which provides members of with a playbook to take both their personal and professional lives to the next level. His ability to align his team and execute on the strategy has led into serving as COO for some several high growth Colorado companies. In his free time, you’ll find him spending time with his wife, daughters in France, and if that wasn’t enough, he’s an avid obstacle course racing competitor. Derek, did I miss anything except maybe the pronunciation of your last name?
Derek Taniguchi: (02:02)
No, no, that sounds perfect. It’s, it’s always, it’s interesting hearing you actually saying it out loud was, I’ve never heard anybody do that, so, no, no. You hit it.
Kyle Hamer: (02:14)
Awesome. Well, today we’re going to talk about, um, creating culture and clarity during a time of crisis. I think you’re uniquely positioned to kind of understand this, given your, your passions, but before we get into the topic, I really want to know how are you and your people holding up with all that’s going on in the world today?
Derek Taniguchi: (02:37)
Yeah, I mean, as a company we’re holding up. Well, I mean, from looking at it from an operational landscape, we’ve been able to work remotely. Productivity has actually increased. Uh, we’ve been able to, uh, sustain a culture, the culture that we built. Uh, so everything’s great. I mean, you know, the reality on the other side is on the personal side, meaning now there’s, there’s always challenges of, you know, some of our team being at home alone. Uh, so we’ve actually worked through that and discussed it internally on how do we help out each other. So like even this morning we just had a morning social coffee for everybody just got online and started laughing and talking about life and the landscape and everything going on with the pandemic. So, uh, you know, overall I think 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 people having happy hours as well as the idea of having a coffee. That’s actually really cool. And I think it’s a Testament to your culture, but your culture didn’t happen by accident. You guys have been pretty intentional 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 EOS model, entrepreneurial operating system. Um, and what that focus is, it focuses on six key components, vision, um, data, process, traction issues and people. So those are the six components of ELs. And, um, really what, what that does is it enables us to have a healthy and sustainable culture. And we have a way to actually check if that culture, how it’s doing. We do that in a couple of ways. Uh, we look at Gusto team insights and then we also take a annual organizational checkup. So we do several things in order to 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 you have 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 thing you pay other, say before Derek or before EOS. Michael, the CEO calls, calls, uh, actually dos Derek operating system versus EOS because w what, what me and the team have done is we’ve added a little bit more than what EOS is. Uh, but through like the employee development program, some other things I’ve learned working and operating on other companies, we’ve put in all of that together here. And, uh, one big thing is having clear accountability, having clear roles, having a clear vision, having systemization, being transparent with every single person in the company. You know, how are we doing financially? How are we doing hitting our goals every quarter we measure that and communicate at a state of company every quarter. All of that was not here at the company and previously to me arriving, which is 2018 and prior, what we did as a company, as we rebuilt a stronger foundation. 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 of vision. I can’t imagine for half a second that in, you know, before dos for net results that I’m read. Seriously. I don’t think net results didn’t have a vision. What do you think the biggest difference is in getting that first pillar? That first cornerstone, right? As you move, as you move into the EOS, like what was the big difference when it relates to vision 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’ve ever been in the military, you have to understand where are we headed? What are we trying? What is our common goal? What are we all trying to achieve in order to be successful? Ask, ask yourself, ask any coach, any team that’s been very successful. If they’d had a clear vision, any successful team will say, yes, we have had a clear vision and I think that’s the key is where are we headed? You know, it’s like if you’re steering a ship, what are the coordinates? Where are we headed to? Otherwise you’re just going to endlessly to wherever, right? If you’re on the battlefield, which direction do we head together? Right? Sure. If you put people on the battlefield 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 on the battlefield knows where they’re headed, you’re going to see them marched together forward. And that’s the key is to having a clear vision that everybody believes and has vested into is they know where they’re headed. And that’s a core component of this model.
Kyle Hamer: (08:18)
Okay. I mean, let’s say I can get on board with that for half a second. And what I mean by that, get on board with that. It’s just like, I think there’s a lot of leaders and a lot of owners or people, whether they’re in management or otherwise, the thing, Hey, we’re going to win the super bowl. That’s for, Hey, we’re going to be the world’s largest coffee chop shop chain. That’s a bitch. Or Hey, we’re going to, um, we’re going to take over. Our goal is to take over marketing automation. What’s the difference between those 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 those examples, uh, you know, for instance, our vision has meaning, right? It has meaning for the founder, uh, as well as that has meaning individually. Uh, what our goal is, is our vision is to achieve our goals while living by the values we believe in, right? Um, to be the best version of version of ourselves and to live balanced lives on this journey together. That is our vision. It’s not, we’re going, no, we’re going to dominate the industry. Right? That’s, that’s, that’s, that’s not our vision. That’s, that’s like a goal outside of the vision. And you, you, you probably heard something about being the best version of ourselves, um, to live balanced lives. That actually is tied to something that’s key, which is core values.
Derek Taniguchi: (09:59)
Core values, uh, are key because it keeps us together. It keeps, it keeps the team consistent in the way we’re thinking when we have to make hard decisions. Right. Uh, because for instance, our, our, our core values are, we deliver success, we expect transparency, we solve problems together. Uh, we continuously improve. We live balanced lives and we persist. So what that does is when we’re, when we’re on this journey together, heading towards our vision, what, what these values do is that keeps us in check when we’re making decisions, whether it’s, uh, the team level or leadership level, our decisions, a lot of them, majority of them, almost all of them are based on these values. And these values are actually is how we hire as well. And how we sometimes separate from team members because that’s what we call right person, right seat with the values and in, in addition to the clear responsibilities and what that person’s accountable for. We check if they’re a fit for the values of the company. And I think that’s key in this journey together towards that vision. And, um, it’s, it’s, it’s, it’s interesting because we actually also do performance evaluations and, and part of that performance part, part one, well it’s more like the second section of part one, a performance eval is chatting, does this fit? Does this person, uh, fit the values plus plus minus or minus? And we go through as managers and check them and we as 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 with the segment that no, you wouldn’t be where you’re at today. Two years ago as you got here, you had a vision of some sort. And, but I think a lot of people would say, Hey Derek, I’ve got core values, man. Uh, people first integrity, uh, say what you do, do what you say, you know, taco Tuesday, whatever your core values are. Like they have core values. What, what makes it different in your 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 world and from a individual basis is you’re going to get a lot of people who say they have values. I’m not saying they don’t have value, but the difference is if you, if it’s kind of, it’s good if you go and ask that any person on the street, Hey, what are your values? They’re going to tell you what their values are, but you’re going to see them struggle and talk about, and then you’re going to also learn some of those aren’t values. It’s more of a, it’s just a statement. It’s not how you live by it, right? And, and then go back a day, day or two later or a week later, and then ask them again, what are your values? I would bet you money that what they tell you that second time is different from the first time.
Derek Taniguchi: (13:40)
The difference is that our values there, they’re clear. It’s transparent, it’s part of the system. It’s intertwined with the vision. It’s intertwined with the system. Meaning every single person knows these values. In fact, we have weekly, what we call it, it’s a game show. It’s a trivia. So we go through something called the VTO vision, traction organizer, and some of those questions are, you know, widows, our core focus, meaning the vision or the purpose, we ask what are the values we ask our team and and because we hire based on values, we think it’s important that we live and breathe our values. So by asking the team, it’s trivia. I can tell you the difference between when I first came here and now a little bit over a year later. If you were to walk in my office in 2018 and you asked a person what are values, they’re probably, what are you talking about?
Derek Taniguchi: (14:45)
Why do you know? Why do you want to know my values? And you can say, no, no, I meant I meant the values of the company. What do you, what is the how? How do you live and breathe? What does a company live and breathe by it? They look at you crazy today. You go inside office or technically you called her a video hangout in this current landscape. And you said, Hey, what are your values? What are your, what are your company’s values? Every single person in the company will be able to tell you our values because they live and breathe by it. They make decisions how they work 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 any of my teammates do, that’s a direct reflection of the company.
Derek Taniguchi: (15:35)
And if we’re not living by these values, that means it’s not reflecting well on the company. We’re not, we’re not a good representative of the company. So it’s key to live by these company values. I’ve heard some people talk about it being like cult-like. It’s funny, it’s like living by values that doesn’t seem Colt like especially the values make sense. I mean, a Colt doesn’t say we want to continuously improve. I mean that’s, that’s like something I think with your growth minded, you should believe in that. And so there’s, there’s a big difference between previously before EOS or dos to now is everything’s clearer. What is our vision? What are our values, again, transparency into match tricks and where we’re headed and how we’re doing and how our goal, um, what is the path? Like what does our traction look like getting there? Um, the processes are all laid out. Uh, we’re able to solve issues. I mean that to me, all of those items, in addition to a program that focuses on personal and professional 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 in office. It’s not having catered lunches, right? It’s, it’s all about the overall foundation. That is what creates culture and the key components of that foundation.
Derek Taniguchi: (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: (18:02)
I’ve done, I actually did that earlier. I mean, I started talking and everybody’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 about the elements that are required for creating this culture. You’ve got the vision, you’ve gotta have values in how people behave ends up becoming the culture. But there’s, there’s an underlying element that you talked about in, in getting alignment. The VTO, why is the VTO in reviewing it and having everybody understand that particular items, so important to creating the culture that allows you to survive chaos.
Derek Taniguchi: (18:47)
So the VTO stands for vision, traction organizer, and that consists of your core values, your core focus, which is your vision, your purpose, your niche. It, it, it provides your tenure target and also provides, uh, your, your one and three year goals. Uh, what does that look like from a revenue profit measureables and then it’s truly what does it look like? It could be, for instance, uh, you know, as a company we’re able to pay everybody above market salaries, right? Uh, that’s what it looks like. And, uh, in addition to has our marketing, like demographic, geographic, firmographic has all of that clearly laid out so that everybody knows, okay, these are the type of, um, customers we’re going after. Uh, so everybody’s clear on that. Uh, so that’s, that’s key. And the VTO has all this compiled in one place. How many companies, Kyle, have you worked with that have everything that I just said, compile it into a two, three page document that’s accessible by everybody?
Kyle Hamer: (20:05)
Well, I would say that the majority of the companies that I’ve worked with think they have that compiled into a two or three page document. But, but really these either a, not enough, there’s not enough detail to make it feel like a plan or B, there’s too many platitudes to make it feel meaningful. So a lot of companies struggle to strike the balance between detail and inspiration in pulling 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’s a weird, it’s not, it’s detailed, but it’s not over detailed. But I’d say it’s, it’s like key components, right? Because here, here’s what I say to any company. Most companies, they do have a marketing 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’s just say pure ELs consultant. The purity in it says, well, you need 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 some goals, right?
Derek Taniguchi: (21:36)
Focused on having the values and, and you know what your vision, your purpose and your niches, those things together are key. They are the backbone to how you could get traction as a company. And, and stay on horse because again, if you’re hiring, okay, let’s think about, for instance, Uber, what’s going on there in the last several years? Lawsuits, sexual harassment. I’m sure there’s some level of bezel. I dunno, there’s a lot of going on and you can think of various companies that go through this. Do you know why? Because they’re just hiring to fill seats and they don’t even know if those seats, if the right person is there, but they’re thinking, you know what, we’re gonna, we’re gonna hire based on some values and make sure that when we hire the person, they’re clear on our vision, what we’re trying to achieve, where our journey’s leading to.
Derek Taniguchi: (22:48)
If they could get aligned with that and we know they’re aligned, that’s key. One way we, one thing we do for instance is we actually have, uh, when we interview, we have an assessment that’s actually, uh, a conscientiousness assessment. And uh, because if a person’s conscientious when it comes to solving problems together, which is one of our core values, if a conscientious person, they’re going to be collaborators because they’re going to be thinking about, you know, how does this affect what, you know, my teammate over here or this department, they’re conscientious. They’re always self-aware and aware of their surroundings. We have team members take that assessment and that’s how we hire. That’s one of the ways. So the thing is, is when, when you said, you know, companies think they have it or they have it on paper, you know, we have it on paper and it’s very, very clear. I would share this out with anybody. It’s not a secret. It’s really no secret. I’d share it out with, with any competitor I would. Um, because it’s no secret.
Derek Taniguchi: (24:04)
The key is the difference. The differentiator. If you want to know that it’s a French hater, someone could try to replicate this, but I got to ask them, are you living and breathing? Buy this. Buy this vision, traction organizer. Does your whole team, are they aligned? Do they live and breathe by the values, by the vision? Do they live and breathe that? Majority of the time when you go into these companies, you’re gonna find people. They’re there to collect the paycheck. I call those renters. You want what I, when I speak about ownership mentality, when you live and breathe the values and you believe you’re vested into the vision and the steps and everything it takes to get there, you’re a holder. That’s what it comes down to. That’s a big differentiator.
Kyle Hamer: (25:01)
That is a big differentiator. And I think, you know, if we talk about navigating crisis, um, I’m a, I’m a big, uh, so I’m going to comment on a couple of things and then I’ll switch it for the next question here. But I’m a big Nebraska Cornhusker fan and anybody who knows anything about Nebraska football knows that in the 1980s and 1990s, they had their own version of the, um, their EOS or the BTO and it was out there everywhere. You knew they were gonna run, right? You knew they were gonna run left and they were going to run up the middle in about every third play. They were going to do some sort of option click. The playbook was pretty vanilla. What they did was pretty basic and, and everybody knew what was coming and they still couldn’t stop it. So I love the level of confidence that you have when you’re like, look, I’ll share out what we do for our, our VTO with, with anybody, including our competitors because Hey, you have to learn to live it.
Kyle Hamer: (25:58)
You have to learn to be it. You have to learn to not only live, breathe, breathe it and do it, but it has to become a way of life. You have to execute is that those were the elements that I’m taking away. And if I miss something, please correct 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 podcast and I’ve listened to Derek 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 at the top. So if you’re saying that you Kyle Hummer and you’re saying, you know, I need this, you’re the owner of your own company, right? You are the principal CEO, that’s great. You have to be committed. And you have to know that this isn’t a short game. It’s a journey. It’s a long game. So if you’re, if you’re really committed 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. Well, believing and committed are two different things, right? You gotta say, okay, I’m committed to the long game and it’s going to be challenging. It’s going to be painful, but I am committed to it. That’s step number one. So any of the CEOs, even CEOs out there, founders, you’re thinking this all sounds great.
Derek Taniguchi: (27:50)
Ask yourself and don’t bullshit. Like say, Hey, you know what? This all sounds great, but can I really be on board with this for the next 10, 20 years? Can I? And you’ve got to ask yourself and be truthful first. Number one. So once you get past that, and let’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 of effort. I know what the fruits of the labor will be. Great. Next step is there’s, there’s several things. There’s, you can try to implement it yourself. Invest ways through resources on the traction ink or the EOS worldwide.com website. You go hire ELs coach. Uh, there’s, I think about 14 here in Colorado and there’s probably hundreds across the U S and thousands across the globe. Uh, I know this is the spans globally.
Derek Taniguchi: (28:54)
You could get an ELs coach, uh, you know, in, just to be transparent, I know in the U S you’re going to be paying three to $10,000 a session, and that’s the next step. Talking about sessions. You’re going to take a two day session, uh, or I mean a two day, but two sessions that we’ll go through. Building your vision, traction organizer, all the components of it, your vision, your values. You’re going to build your accountability chart, which also is part of right person, right seat. Uh, with that shows is, I know a lot of your, like, what is the accountability chart? It’s, it’s really, when you look at it, you’re gonna be like, Oh, that’s an org chart. But no EOS person, we’ll call it an org chart. The big differentiator is that on our accountability chart has clear responsibilities under each position on that chart.
Derek Taniguchi: (29:55)
And you don’t feel you don’t, it’s all about right person, right seat. So you don’t create seats or positions for people. You create positions or seats based on, or your company’s trying to go. So you create the seats and then you find people to fill them. So you’re going to go through that process. And then once you go through those initial two to three to four sessions at Barry’s for each EOS coach, uh, you’re gonna, you’re gonna have this cadence where y’all going and you’re going to have what they call level 10 meetings, uh, and it’s not that leadership level. And you’re going to have L two L three level, which is like leadership. And then you might have management or executives and then middle management and then your team, each level with an eight, various departments have these level 10 meetings and they’re like on a weekly or biweekly basis. And then outside of those meetings, you’re going to have a strategic initiatives called rocks. And that’s part of the traction component of ELs. You’re going to learn what those are and that’s a key component because that’s how you get shit done. Honestly, that’s what is the most important thing you need to complete for your company as a company that quarter.
Derek Taniguchi: (31:18)
And you’re going to work as a company to complete that and you’re going to do that every single quarter. You’re going to learn all of this and you’re going to have state of the company every quarter to provide. Again, transparency. You’re going to go through this whole process and again, you can try to implement that, implement this on your own or you could hire EOS coach. But I could tell you this, you go through this process, it’s going to be transformational. I’ve heard, you know actually Michael used to hear about, you know, a pipe that’s ridiculous cause like culture that’s for wimps know and this is probably five years ago. And then you know, he started seeing 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 was here and he was talking about good grade built to last.
Derek Taniguchi: (32:28)
Sure, you got a systemization and some good leaders, decent managers, but if you don’t house him, cut a model foundation and you don’t have that culture that stems or is built from that culture, I mean from that foundation, you’re not going to sustain you. You’re not going to be a sustainable business. I thought of the day and so it’s key and you’re not going to look back if you’re, if you stay committed even times where you’re like, ah, I don’t know, is this working? You just gotta believe in it last. It takes about a year to two years for it to be really, I would say one full year is like you’re going to see traction after a year easily. You’re going to look back and be like, wow, we are a different 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 a year of to trash and you’re going to see some velocity. I guarantee you as well. As long as you are committed and you’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 many ways it’s um, businesses, well, humans in general have personal goals and they’ll hit a moment of crisis and they’ll say, all right, it’s January 1st I’m going to lose weight. So they, they go buy a $10 membership to planet fitness and they go and they sit in the locker room, they go look at the treadmill. They may maybe turn it on, they go back and sit in the locker room and they go home and they’re like, I worked out for 30 minutes. But the amount of time they spent on the treadmill was a minute, maybe 10 that goes on for a couple of weeks. And they’re like, Oh, obviously I’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 my gosh, I’ve got to look great in my body. My body has got to look great for the summer. My bikini or mountain climbing or whatever, my, my cup of tea is drinking wine, whatever. You got to look good. So they go back to the gym and this time they give it a little bit more stuff and local, a couple weeks later they quit.
Kyle Hamer: (34:39)
If that person gets a little more intentional and looks at, Hey, I’m actually going to make a lifestyle change and this isn’t about a onetime fix or a short term game, this is about setting myself up for success longterm and maybe for a period of time you need a personal trainer or maybe for a period of time I can’t afford a personal trainer, but I’m going to resource everything that I possibly can to have the knowledge, at least some framework and understanding so that I can begin creating momentum and then staying committed to it over a period of time they’ll see a transformation. It sounds to me like you’re saying the exact same thing holds true for a business. Even if they’re in a moment of crisis where it’s like, Hey, I know what I want. I gotta set my vision and and optics on that. And then have to be willing to sacrifice things that are uncomfortable. Maybe the things that I love beer or if it’s in business for a period of time, it’s a, I don’t know. Maybe it’s your favorite relationship with somebody that that’s a vendor that’s not working. Like you have to make changes in order to realize that vision and not expect it to change overnight. Right. You have to be committed to it long 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 said it in a relatable way, and I will say this, so when we do personal or professional development, there’s one key thing. Does that needs to happen or to achieve success? Consistency. If you’re consistent, more than likely you have a greater chance of success. Person who’s inconsistent or volatile, you know you could, you can see people who are just like you’re saying, yeah, you’re, you’re engaged for, you’re like, I got to lose weight. I see this every single year at the gym. I used to be 205 pounds. I was severely overweight, obese. I grew up athletic. Then for about 10 years I got a control and then, do you know what? I can tell you this for three years, just like EOS, two to three years, man, it was a struggle.
Derek Taniguchi: (36:57)
I wasn’t a skinny guy like I used to be, but I knew that I was making progress. I built a foundation like Kat continued to be consistent on, Hey, you know what? Lifestyle, change your lifestyle. Work out, try to eat better. If that’s portion control, then do that just to be consistent every day. Sure you fall off maybe one or two times, but you know what’s better than that? Being consistent and get back on the wagon. Continue. And that’s the same thing with business and that same thing when we talk about us. That’s the same thing we talked about in personal and professional development. I’m not asking you to be perfect. I’m not asking you that to never fail. I’m just asking you to do. Be consistent generally across the board. If you could be consistent, then you’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 than with that that thought, which is consistency is key. We don’t necessarily, I, I, I’ve heard it over and over. We don’t have to chase hypergrowth. We don’t have to expect tomorrow for the virus to go away and the chaos to leave and everything to be okay, but if we can find consistency, sounds like we can survive it and potentially put ourselves in a much more successful place. 1824 36 months from today.
Derek Taniguchi: (38:33)
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 sharing some of the framework of EOS helping business owners, business leaders, managers get a perspective on how they can build a framework, create communication plans, a core values, and at least begin putting together the structure for a better culture so that they can navigate whatever chaos is thrown. We were in the middle of chaos. Now it’s going to go away and there will be another one that comes around. But I want to thank you for being willing to share it with the generosity of, of information. Um, it’s been great to have you on the show. Oh, thank you. Thanks very much for having me. Uh, I know it’s a hard time, hard landscape right now. Uh, but we’re all gonna get through it. I believe that as a community we will stick together and support each other and that’s key is that 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 be able to talk about what I’m passionate about. So thank you.
Kyle Hamer: (39:43)
Or we’re, we’re glad that you’re passionate because we need people, maybe poor people like you who have a command and understanding of things, sharing it out there and helping the rest of us understand. If somebody has questions, what are some good EOS resources? You’ve listed them, what’s a way for 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, Derek Taniguchi. Uh, and I’m sure you’ll have some 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 ways resources wise. If you want to learn more about EOS, you can go EOS worldwide.com. You could go to YouTube actually and type in EOS worldwide or traction and you’re going to find videos about ELs and, but you know, but the key to that, I think the key to really understanding and getting an initial resource, the best way to get kind of high level is going either listen or read the book, the read the book. Uh, what the heck is EO? That’s, that’s, that’s a great book. It’s, it’s like a summary of book traction.
Kyle Hamer: (41:04)
Yeah. If you, if you’re, you know, if you’re interested, if you give you a listening, like you’re listening to this podcast, the, I believe the, what the heck is EOS is 90, 90 to 120 minutes long as an audio book. It’s a, it’s an easy listen quick and it does give you a lot of foundational parts. Um, for those that have tuned in today, and I’ve listened to the summit, we’ve just had terror, Derek talking Taniguchi we’ve just had Derek Taniguchi on the phone. We’ve just had Derek Taniguchi sharing with us about how people can create culture even in the midst of chaos and crisis. We thank you for listening. The resources we’ve talked about will be listed on both the blog as well as in the summary of the specific episode. Thank you for tuning in and until next week, keep trucking forward. If you’re going to fail, fail fast, fail hard, fail often, but fail forward. Thanks for listening to the summit. I’m your host Kyle.
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