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Is EOS Right for Your Business? With Sue Frech, Summit Shore Partners: Show Notes & Transcript

Post | Nov 04, 2025

Welcome back to Strategic Counsel by ForthRight Business! Looking for Marketing Smarts? You’re in the right place. After almost 4 years of helping to make you savvier marketers, we decided to broaden this podcast to include more business-oriented topics that will make you savvier business leaders.

In this episode of Strategic Counsel by ForthRight Business, we’re talking how to know if EOS is right for you with Sue Frech. Listen to the episode on Apple Podcasts, Spotify, and your other favorite podcast spots – follow and leave a 5-star review!

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  • Show Notes
  • Marketing Smarts Summary
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Strategic Counsel: Is EOS Right for Your Business? With Sue Frech, Summit Shore Partners

Have you ever considered EOS – the Entrepreneurial Operating System? It was first introduced by Gino Wickman in his book Traction: Get a Grip on Your Business. Since then, it has become a tool many small and medium businesses leverage to drive operational excellence. But how does it work – and how do you know if EOS is right for you? We wanted you to learn from an EOS Implementer who has achieved a ton of success in the business world with EOS, so we welcomed back on returning guest Sue Frech. She’s the Visionary & Investor at Summit Shore Partners. Here’s a small sample of what you will hear in this episode:

  • What is EOS?
  • The pros and cons of self implementation v.s a professional
  • Why EOS teaches foundational tools first, not vision
  • The role of an EOS implementer
  • Common mistakes in EOS implementation

And as always, if you need Strategic Counsel, don’t hesitate to reach out to us at: ForthRight-People.com.

Check out the episode, show notes, and transcript below:

Show Notes

  • Is EOS Right for Your Business? With Sue Frech, Summit Shore Partners
    • [0:00] Welcome to Strategic Counsel by ForthRight Business
    • [0:56] Introduction to EOS (Entrepreneurial Operating System) and its benefits
    • [2:41] Sue Frech‘s journey: From MarTech CEO (Chief Executive Officer) to EOS Implementer
    • [5:44] What is EOS? The six key components explained
    • [7:12] Understanding 90-day Rocks and creating traction
    • [11:53] Who is EOS for? Identifying the right businesses and timing
    • [15:39] How clients discover EOS and the power of word-of-mouth (WOM marketing)
    • [17:26] The role of an EOS implementer: Facilitating vs. dictating
    • [19:20] When a business isn’t ready for EOS implementation
    • [21:15] How to prepare for implementing EOS: Mindset and commitment
    • [23:32] Who should be in the leadership team for EOS sessions?
    • [24:54] Key EOS tools: IDS (Identify, Discuss, Solve) explained
    • [27:41] Why EOS teaches foundational tools first, not vision
    • [29:31] EOS and its role within the business: What it does and doesn’t cover
    • [32:41] Common mistakes in EOS implementation
    • [34:32] The Kolbe assessment: Understanding natural strengths and productivity
    • [38:52] Using Kolbe to improve communication and reduce team conflict
    • [42:55] Case study: PR firm achieves best quarter ever with EOS
    • [48:22] Self-implementation vs. professional implementer: Pros and cons
    • [50:35] Getting started: The complimentary 90-minute EOS workshop
    • [53:25] Explore more about EOS and connect with Sue Frech today!

What is Strategic Counsel?

Welcome back to Strategic Counsel by ForthRight Business! Looking for Marketing Smarts? You’re in the right place. After almost 4 years of helping to make you savvier marketers, we decided to broaden this podcast to include more business-oriented topics that will make you savvier business leaders.

Thanks for listening Strategic Counsel. Get in touch here to become more strategic.

Transcript

Please note: this transcript is not 100% accurate.

00:01

Welcome to the Strategic Counsel by Forthright Business podcast.  If you’re looking for honest, direct and unconventional conversations on how to successfully lead  and operate in business,  you are in the right place.  In our discussions, we push on the status quo and traditional modes of thinking  to reveal a fresh perspective.  This unlocks opportunity for you, your team  and your business. Now let’s get to it.

 

00:29

Welcome to the Strategic Counsel podcast. I’m Anne Candido. And I am April Martini. And today we’re going to talk EOS or the Entrepreneurial Operating System and how it can help you optimize your business. So EOS was first introduced by Gino Wickman in his book, Traction, Get a Grip on Your Business. And since then, it’s become a tool that many small medium sized businesses leverage to drive operational excellence. But since this tool can be licensed,

 

00:56

there’s been a new emergence of a business for consultants who do EOS implementation. Yes, and just like any tool, it has benefits and it has drawbacks. And just like any tool, takes commitment to implement and execute appropriately in order to get the benefits. Not surprising coming from us, I’m sure.  We will tackle all of this in this episode.  So.

 

01:18

If you’ve ever considered EOS or listening as a leader in need of a more refined, improved operational system, this episode is definitely for you. Yes. And we have a very, very special guest who’s making her second appearance on the podcast and she’ll give her a little bit of a background about how she got to this point. But this is Sue Frech of Summit Shore Partners. And like I said, Sue has been a very successful entrepreneur in her own right.

 

01:46

So she successfully built and exited successfully several businesses. And so I’m sure this is going to come up here.  So she is a entrepreneur extraordinaire and now she is an EOS implementer. So she’s going to be that wealth of insight and knowledge that this is going to bring this conversation really, really to the forefront and really help you understand if this is going to be the right process for you. So Sue, you want to introduce yourself or reintroduce yourself and let the listeners know what you’ve been up to and uh

 

02:14

how you got to be into this position. Yeah. So last time I was on your show, I was a CEO running a MarTech company. And fortunately, I have sold and exited that business. But the story goes back a little bit further to how I got here today. I had some really high growth when I was running my MarTech company. Three years in a row, we were on the Inc. 5000. And all of a sudden, we went out to raise money and I hit a ceiling. I couldn’t figure out why.

 

02:41

We had such high growth, we had incredible clients, and I just couldn’t understand. So I ended up being given the book Traction, which you mentioned, and when I read it, I said, I need this, I need this, this is going to fix all my problems. So I hired an EOS implementer, and it was completely transformative for my business. You I was the visionary CEO, I was bringing all of the ideas, solving all these problems, but I was also bringing 20 ideas to every single meeting, which was causing a lot of chaos.

 

03:10

I know there’s listeners that are visionary CEOs. They’re like, but all these ideas are brilliant. And so of course we’re the ones that come in with the ideas, but we’re also the ones that bring all the problems. So it was really challenging for me to understand that I also needed focus and discipline. So EOS helps me do that. So when I exited the company in 2024, I decided to become an EOS implementer. And it’s been amazing that I can go out and help other entrepreneurs.

 

03:36

and really take my experience of running  six startups and exiting three of them and running businesses, going through all of those problems and challenges that I can now help other business leaders really mitigate some of the risks that they’re seeing and some of the challenges they’re seeing. And so today, like you said, I’m an EOS implementer. I’m also a Colby certified consultant. We can talk a little bit more about Colby later, but that’s an assessment that helps with productivity in the workforce.

 

04:03

Oh my gosh, okay, this is gonna be such a good conversation. I have read the book Traction,  April’s read it too, so we are very familiar with the processes and systems. If you listening have not, that’s gonna be a really, really great supplement to this episode. So I highly suggest it, you will not waste your time. And especially since you’re the visionary CEO,  April knows, like, I see opportunity everywhere. So April’s like my EOS implementer. She like manages me to make sure.

 

04:31

I don’t take the business off the rails. So not that she’s a visionary in her own right to she brings amazing ideas to the table, but she has to manage me in a lot of different ways. I’m just a little more practical. A little bit more practical for sure. For sure. And I’m like, come on April.

 

04:48

I always get nervous when she comes to me and she goes, I had a lot of time this week to work on the business. And I’m like, oh, here we go. And then it usually is like, how many glasses of wine did you have? Just so I know what I’m. I do. I do. Because usually I start I had an epiphany. Oh, shoot. Another epiphany. So that’s just a little preface to the conversation we’re going to have today. So you could tell the energy. I’m outnumbered. That’s what we’re saying.

 

05:17

So  Sue, let’s start with the basics. Just give the listeners a little brief overview of what EOS is, if you would. Yeah, sure. What’s amazing about EOS, and I didn’t know this until I became a trained implementer, is that there are actually almost 300,000 companies running on EOS. And that’s like a staggering number because so many people don’t know what it is. But most of those businesses are self implementing and we can talk more about what that looks like later.

 

05:44

But EOS at its simplest form, they’re just tools. They are operating tools that really help you run your business more efficiently. There are six main components in a business. And this is really coming from Gino Wickman in the book Traction, that he believed if you could strengthen each of those six key components, you actually could have a business in the top 1 % decile of all businesses in your category or in your market. So simply and quickly, those six key components are vision,

 

06:13

That’s getting everybody rowing in that same direction. People making sure you have the right people in the right seats.  Data. So often visionary CEOs, we run on gut instincts, but this is about running your business on facts and figures. Issues. This is really about a tool helping you solve your biggest problems and making them go away forever. And there’s a process for that. Talking about process, that is the next, the fifth component. And that’s just documenting the main and most important processes in your business.

 

06:42

And we really use a 20 80 rule. So we’re going to document 20 percent of them to get you 80 percent there. But that’s so that you can run your business efficiently and really make it more profitable and enjoyable. And the last piece, number six is traction. That is bringing that vision down to the ground. And it’s no surprise that it’s like under the vision. We make this wheel of the six key components,  a pie chart if you if you would.  And it sits on the bottom because that’s where you bring the traction and the accountability into the business.

 

07:12

That’s where you focus on 90 day rocks. And that’s really your biggest priorities every single 90 days. And that’s also your meeting cadence, making sure that you have efficient meetings where you’re solving issues and holding people accountable. So those are all of the tools and the tools are simple. And I love that people  read about traction or they hear when I go in and present to them and talk with them, they’re super simple. It’s also about the accountability and the discipline, making sure that you’re actually following that so you can get it done and get the work done.

 

07:40

Yeah, so we already established that I’m the practical one.  I maybe sit a little lower here. But  the piece that I really  love about all of it is, and it’s probably the reason the book is named it, right? But the traction point.  Because Anne and I talk all the time about how you can build a vision and  have people and all the other pieces here. But if you can’t put it all together appropriately and then action against it, that’s where we see things just kind of fall off.

 

08:09

Right. And so like Anne said, we both read this book and we’re big fans of Sue’s. So therefore she’s here today. But I think there’s just so much about this that makes it really easy to evaluate and then see really what the issues are and then immediately take action. And as everyone on this podcast knows, that’s our goal with every single episode, but I think it’ll be a big part of today.

 

08:34

Sue, you started down the path of the rocks. So further explaining to people, maybe give a little more context of that so people have it in their head really clearly about, okay, this is then how we go tackle and make traction. That’s the right way to say that. Yeah. Traction.  Traction, exactly. The biggest challenge is  when you’re setting priorities, if you read the book and you look at setting rocks, and those are your most important things, is that you can set too many, right? So  what we do is we go through a process and we talk about

 

09:03

What are the most important things you believe as a leadership team needs to get done this quarter to move the business forward? That was what we were talking about earlier, like working on the business. What do we need to do to move this forward? So you come up with this massive list and some of my clients come up with 10 things, some come up with 40 things. The goal is three to seven a quarter. That’s the hardest part. Really calling it down to three to seven. So we go around and we discuss and we determine as a team.

 

09:30

what are the three to seven most important things that we need to get done this quarter. And then it’s about assigning it to an individual. They own the rock. The rock might be, let’s say, hey, we want to develop a new sales channel, new sales partners. And so you’re like, great, that’s going to involve our head of sales, maybe our head of marketing, our head of partnership. But you’re going to have one person own that rock because that’s the person at the end of the day. If the rock falls short or falls off, that’s who you go to.  That person is going to orchestrate

 

09:58

all of the people and the teams that need to help get that rock done. And how that’s done is with milestones. So you take that rock, the three to seven rocks, you take that one rock and you build out those milestones. Each of those milestones has a very clear description. You make it smart. It also has a date and it has a person. So now you’ve got this great rock. You’re going to open up this new sales channel. You’re going to drive revenue. You’ve got Sue is responsible for it, but Anne and April, you need to help me. You know, partners out there in the market. So I’m going to give you

 

10:26

a milestone to help get this rock done. The second big piece of it is holding each other accountable. Every single week in what we call your level 10 meeting, your leadership meeting, you actually go through and talk about your rock being on track or off track. And if it is off track, you drop it down and you explain it and you explain why it’s off track. That accountability is critical. Letting people say it’s on track when it’s not,  that’s a problem, right? Being open and honest with your team and saying, hey, you really need to

 

10:56

tell us why this rock is on track, because we’re not quite believing it’s right there,  and holding them accountable. But those are the two big things. Really making sure you’re focusing on the biggest priorities and holding each other accountable week after week during that 90-day quarter to make sure that it’s actually getting done. Yeah, I mean, I think,  as April said, and you are explaining, Sue, it’s the powers in bringing all the tools together, right? And really operating them  as one system,  as the name implies, because

 

11:25

I I sit here from a pre-NG perspective. like, our work in development apparently caught him rocks. I mean, I’m sure it came from here. I can tell you we would have 11, 10, level 10 meetings. It never went to that level of productivity that we would talk and we would postulate and we would like, I don’t know, maybe, and then we get done after an hour. Usually they went long and you’d be like, what are we gonna go do? We’re not any further along than we were an hour ago, right?

 

11:53

So  there’s some  usually place where this falls off  and we could say that EOS is great for everybody, but we know it’s not like necessarily great for everybody. So I’d love for you to speak to like  what businesses does this really work for and what, when is like the point of time when they should be like, oh, maybe I need this. What’s like the problem they’re solving for the opportunity they’re solving for? You gave a great example of.

 

12:20

of what your business and your experience, but if you can speak a little bit more to that, that would be great. Yeah.  entrepreneurial companies overall. So that can mean like large enterprise businesses that have an entrepreneurial feel. So when I talk about entrepreneurial, they’re moving, they’re growing, they’re innovating. And so that’s a huge opportunity is I work with entrepreneurial leaders and businesses. And so what we do is we help them take back control of their business. So what does that mean? It means they launched their company. They were doing everything.

 

12:49

They were wearing every hat, you know, they had this opportunity to scale the business, but that meant they needed to hire people. meant that meant they needed to delegate and maybe put in processes. And that’s, that’s when things can sort of fall off the rails is as you start to scale.  Maybe you’re really good at the sales piece and you’re not good at the back office or the backend piece of it. And you hire someone and you have no idea how to explain to them how to actually run the books. And so  U.S. really helps you with each area and each department in the business.

 

13:18

but it helps you overall turn that chaos into clarity and really instill discipline in businesses. So when I say, okay, who do you help? What problem? It’s everything from not having enough cash, having stagnant growth, team or health issues, people issues. Everybody has worked with that person that they know that they probably shouldn’t be in the organization, but they’re an over performer, but yet they’re toxic. So they’ve been in sessions, right? You’re like, oh my God, but they sell the most. And oh my God, they just, own my books, run my books.

 

13:47

I wouldn’t be able to run this company without, yet they’re toxic. And so that those problems that leadership teams and CEOs are seeing are common in entrepreneurial companies. It might be that they don’t have enough  profitability. It might be that they have no accountability. They have no vision in the business. So any one of those six key components, when there’s an issue,  those are the businesses that I want to help. I want to help them diagnose what that is and give them the tools to help them fix it. So you say, when are they ready? When do they come to me?

 

14:16

Typically, they’re frustrated or they’re overwhelmed. They’re not ready to throw in the towel. They know they have something special. Their business is incredible. They have this awesome opportunity. They just can’t figure out why they can’t break through the ceiling and they can’t get to the next level. And that’s when they’ll come to me. You know, they didn’t start this company. None of us started businesses so that we could work 80, 100 hours a week and be strapped for cash, make lessons before, have every single problem come to our desk. No, of course not. Right.

 

14:46

We came, we started our businesses for financial freedom because we had a brilliant idea. We had something to bring to the market. We had intelligence and information. So it’s none of those issues are related to why we started the business. Yet  all of those issues exist. And so that’s when businesses tend to come to me when they say, oh my gosh, I just need your help. And I’m not even sure where, but I know there’s something here. And that’s when, when they’ll typically hire an implementer or look into us.

 

15:12

Yeah, it’s so interesting. mean, I would love if you could talk a little bit more about how they find you, right? Because I imagine, right, they don’t go looking for EOS, I assume, right? So how does that kind of work? Or, you know, is it word of mouth from other people? They’re having conversations like what does that path look like just so people can hear and understand whether they might be able to identify like, oh, yeah, totally me. Yep.

 

15:39

The best thing that can happen is when they’ve read the book Traction, they have this like aha moment. So there’s two books, Get a Grip and Traction. Traction is really designed as a tool that’s instructional and gives you all of the details. That’s for your high fact-finders, people that love all the information. Get a Grip is a story. It’s a fable written similar to like a Patrick Lencioni. It tells a story of a that’s struggling and goes through and coaches on all of the tools and uses EOS. So when they’ve read one of those books, that’s where they say,

 

16:07

I need to do this exactly what I did. I need to do this, but I need help doing it. And so that’s where they’ll go out and find an implementer, whether they search for it, they go to us worldwide, or they know somebody they ask around. But to your point, April, the best way is word of mouth. My clients today,  the stories that they’re telling, know, best quarter ever, best year of growth ever, fixed our team problems. I have more time in my day. They’re the ones out telling  their friends and their past colleagues.

 

16:35

you need to do this. You need to try US. I have a client says I would never run a company without it again. And I can’t believe I ran the company for seven years without it. So I love those stories, but those testimonials, that word of mouth, that’s really what generates the business for all of us as implementers. Yeah. And I want to just make a point here because I’m sure people are listening. They’re like, yes, this, mean, there’s a lot of people I know are being like, this is something I could use. This is something I can eat.

 

17:04

I need from my business. I just wanted to make a clarifying point that what you do Sue in helping businesses is facilitating the discussion, right? You’re not coming in and telling them what to do or how to do it. You’re helping them understand where the problems lie or the opportunities lie. What’s the gaps and how you can use the tools to solve for that. Is that fair to say?

 

17:26

It’s like being in a kitchen, right? Or like being the head chef and I’m telling everybody around there, this is the recipe. Oh wait, here’s some tidbits. Here’s how you should do it. Here’s how it should work. And so they’re cooking, they’re running their business, but I’m there to help guide them. I’m also there to help hold them accountable. It’s so oftentimes  leader, that visionary leader, the CEO,  others on the team don’t want to call them out. It’s hard. It’s hard to get your boss out. And so I’m there to help call people out as well.

 

17:54

But to your point, and I’m facilitating, I’m diagnosing and I’m facilitating and the tools work, but they certainly can self-implement. They don’t need to hire an implementer. They’re of those companies and only about 30,000 of the 300,000 are working with implementers. So there is that opportunity for them to go and sort of self-implement. I think of it as, you know, going to the gym. If I was going to go run a triathlon, I could go in and I could train, you know, I can work out and I can exercise. I can watch videos and read a book.

 

18:23

But if I’m really going to go run a triathlon and do it right and do it efficiently, I’m going to get a personal trainer, right? I’m going to hire a trainer. They’re going to push me harder. They’re going to hold me accountable and they’re going to make sure I’m actually doing it right. And so that’s how I think of myself as, know, as this coach is that I’m going to coach them along.  One of the best things of EOS is that they graduate and it’s like, oh wait, you don’t work with them forever and ever and ever. I would love to. And there are clients, you know, my husband used an implementer for, for eight years.

 

18:51

you for his business, absolutely can stick with them. But once you’re trained on those tools and you have that discipline, you actually can run EOS on your own. We can check in with you. But that’s also a great thing is just using that coach to help facilitate and get it done right. So is there ever a time on the other side where someone comes to you and you have to say you’re not ready and what might that look like? Yeah, so I’ve had clients that I started with them also and said you’re not ready, you know.

 

19:20

Clients may really not be able to afford it, right? They’re pre-revenue,  they’re looking to potentially raise money, they need that first client, they need proof of market, just, proof of  product, they just aren’t there yet. Those are the clients that I’ll say, hey, you know what? You can learn so much. Read the book Traction, and I will help you self-implement. So you can put some of those tools in place. There is software, we use 90.io software.

 

19:48

that helps them facilitate EOS on their own and I’ll help coach them and get them set up on that because they’re maybe not ready. We’re not going to  like all of the work that when I worked with you, Anne, we’re not going to go and build out their marketing strategy, right? Like I’m not going to go in and say, this is product market fit  or this is  the product itself and the strategy and the messaging and the branding. That work has to get done, right?  What did we say? Good marketing helps you fail faster. EOS is going to help you fail even faster.

 

20:18

It’s the idea that you have a product, a service and a business in place that I’m just going to help you elevate it. So that can be a case, April, where they’re maybe not ready yet. So maybe they can’t afford it or their business isn’t, you know, proof of business isn’t there yet. Which I think is a really important thing for people to hear, because a lot of times when  especially entrepreneurs and business leaders are in that position and they are struggling a little bit or they’re trying to scale and not exactly sure what they what they should be doing. They’re kind of looking for a silver bullet.

 

20:47

Right? They’re looking for something to fix everything and there are lot of, sometimes you’re just not willing to do the work or the thinking that’s involved in having to really process through what this means for your business and how do you apply the tools to your business?  So Sue, I’d love for you to talk a little bit about how does a business prepare to implement EOS? And we’ll talk a second here after this about whether it’s self-implementation or you hire implementer, but just talk to like the mindset and the prep work and

 

21:15

what they should be prepared for when they’re getting into this process. Yeah, so if they’re doing US purely, because there’s the US light and there’s the US pure, if they’re doing it purely, the best way they can start is by reading the book traction. If they’re not, again, somebody that wants to read the full book, there’s lots of great  podcasts and webinars out there that talk a little bit more about it. There’s a great book, What the Heck is EOS? And it’s sort of uh a lot of people give that to

 

21:42

beyond the leadership team, maybe their mid-level managers or the rest of the employees, because all of a this new language is coming into play. So that’s an opportunity. So preparing, there’s two things. One, really just understanding what’s involved. It is full eight-hour session days and we do the work in those sessions. So it’s being prepared. It’s turning off your cell phone. It’s mentally getting ready to actually do the work. The bigger part is being open and honest. And it sounds so easy. You’re like, oh

 

22:10

Of course I’m open and honest. I’ve worked with these people for, you know, five, 10. This is my brother. This is my sister-in-law, like my cousin. We know each other. It is so difficult for them to be truly open and honest. When they’re frustrated, they’re going to talk about some of the things that frustrate them, but they might not get to the root of the frustration. And I had this with a client recently when I was working through with two co-founders. So they need to be open and honest. They have to be willing to change and be open to change. And then also just preparing mentally.

 

22:40

for the work that we’re going to do together. When we think about that prep work then and the various roles in those meetings, who is generally included, who is maybe not there for whatever reason, like outline who the players are. And then my kind of follow up to that is, and then are those the people that implement or are there others? Cause you started to say, you know, I’m going to assign this book to lower leadership and all of that. So just thoughts there.

 

23:09

So  that’s probably one of the first challenging decisions that the CEO or founder needs to make is who’s going to be in that room. It’s the leadership team. And that sounds easy, but oftentimes they’ll have, you know, a chief commercial officer and then they’ll have a VP of sales and a VP of marketing. They don’t need all of those people, even though they’ve been leaders in the organization, it’s just a representative from each department.

 

23:32

So I have leadership teams that are two people and I have leadership teams that are eight people because I’ve got global companies that I’m working with.  So it just depends on the organization. But think of it as that executive level leadership is who should be in that room.  Then once you’ve implemented and we’ve gone through about 12 months, that’s when we start to roll out EOS to the rest of the organization and that next level, that  next level of managers as well as everybody else in the organization, meaning that everybody will have rocks.

 

24:00

and everybody will have a measurable in the scorecard. So it’s really again,  shifting and changing that culture when you roll out EOS, but that’s who should be in the room is that executive leadership team. And maybe it’s due to also if you could speak to  some of the processes that are part of EOS that you leverage without going into multiple details, because I know there’s the six key components, but some of the key ones that really helped to

 

24:26

break open and reveal some of the problems, the issues really get people to kind of coalesce around the objectives. I know you mentioned Colby. I think that’s a really important one to  share and talk about. But then as well as some of the other ones that you found to be key. So just kind of give people a little bit of understanding of what these tools actually look like. Because we’ve talked about them in kind of like a general sense, but give them some a little bit of like insight into what these tools look like.

 

24:54

Yeah, one of my favorite tools and I’ll start with that one and I have asked a couple clients recently their favorite tool and they’ve said the same thing is IDS and we’re like, okay, what’s IDS? Identify, discuss, solve. So that’s a part of that leadership meeting, that level 10 meeting and it’s where you’re actually solving for the biggest issues. The thing about the word issues that’s challenging is that sounds like problems. It’s actually your biggest opportunities too. So the process of IDS thing is you pick the three most important things that week.

 

25:23

that you need to  IDS, identify, discuss and solve. And when you go through it, most businesses and most business leaders spend all their time discussing and you talked about it earlier.  discuss, love to hear how great our ideas are. We can talk about them forever.  The problem is, are you actually taking  action on them? No. So how many times have you gone in quarter after quarter and said, we are going to get that new partnership or we are going to enter that new market and you haven’t done it?

 

25:51

IDS helps solve for that. So that’s one of the greatest tools. It’s just understanding, solving each week, your biggest priorities. And that’s how you move that needle forward. So that’s one of the tools. But to your point earlier, and they do intertwine with each other, like level 10 meetings, it’s just a meeting cadence and a structure.  IDSing falls within that. But you can have a separate IDS meeting. You can have a uh one-on-one with somebody that’s IDSing, you know, going through and helping that.

 

26:19

employee, that person that reports to you really solve their biggest challenges or their biggest opportunities together. So ideas thing is one of my favorite tools.  One of the other things that I like to bring up, which was  a shock to a lot of my clients, is that we actually teach the tools first. That first day, which is called focused, we don’t do the vision building first. And everyone says, well, I want to do the vision. I want to know what direction I’m going.  I want to do the strategy first. If you don’t have the tools.

 

26:48

you’re actually not going to know how to get there. So if we do the vision first and then we meet together in a month or in a couple of weeks, you’re not using the tools. So we train on these foundational tools day one. And after you leave that first session, you’re implementing those tools right away and practicing them. And then we come back a week later and we start to work on the vision component, but you already got those tools under your belt. So it’s so fun that we can teach those upfront, but I always get that question. Well,

 

27:15

Why aren’t we doing the vision first? I don’t understand. And that’s really why. So, and then as far as the tools are concerned,  are all of them always used by people or are there, like you said, IDS is one of my favorites that I really like to use. Is it more, so people understand, like, is it more of a menu? Is it, no, you have to use all of these?  I imagine there’s some teams that, right, like fall in love with a couple and  move forward. I may be oversimplifying, but you see where I’m going.

 

27:41

Absolutely. There are foundational tools and that’s what we teach upfront. And then there are more than 20 tools in the US toolbox. So you’re right. There’s no way every business is going to use every tool at once. So we will select based on the size of the business, the needs of the business. There’s something, for example, cashflow drivers. Not everybody has a cashflow challenger issue. We will introduce and train on that tool if that’s needed. But those foundational tools, you know, your level 10 meetings. Why do we call it level 10? Because you rate the meeting on a scale of one to 10 at the end of every meeting.

 

28:11

How did we do your  IDSing that’s solving the problem, your accountability chart, making sure everybody has the right roles and responsibilities. So those foundational tools are taught upfront and they are used by all of the organizations most often. And we revisit them time and time again. And then we do the vision component, which they call the vision traction organizer, which is keeps all of that in one place. What’s great is that software I mentioned earlier.

 

28:38

90.io keeps all of those tools in there. So it does really, if you are self-implementing,  I can get people a discount code as well. But if they’re in there using and trying to figure out EOS and using spreadsheets and they’re using Google Sheets and Excel, it can actually be simplified by using a software. There’s a bunch of them. is not the only one. Stretty is out there as well.  But there’s a bunch of tools to help them.

 

29:03

but those foundational, those five foundational tools, everybody will use and really start to see the needle move on their business because of them. I think the tools are fabulous. What I wanted to say to you and build upon is that the tools, even though they’re extremely comprehensive, it’s not everything you need, right? So, mean, one thing, I we come, all come from a branding and marketing background, right? And so  one thing that we’ve heard in the past for people who,

 

29:31

implement EOS or really strongly believe is that it’s all of that in one, right? It’s your brand, it’s your, the way that you position your brand and  it’s not that, right? It does have some components and helps you drive that clarity for your vision, but it’s not the like end all be all for everything you need in order to position your business. So maybe you could speak a little bit Sue to.

 

29:54

EOS and its role within the business as a whole and what other parts are still super critical in order to complement EOS in order for the business to really thrive? Yeah, and you know, Anne and April, I’m a marketer at heart. so when we get to that marketing part in the US and the marketing strategy, and it’s four questions, right? That is not a marketing strategy.

 

30:19

So EOS overall, they believe in simplicity and that’s what I love. So you can nod your head and follow along with everything that I say in those session rooms, but it to really go through and build a brand and a marketing strategy that happens outside of the EOS room. So what happens? It can become your rock, right?  I need to redo my brand. I need to figure out a new ICP. I need to work on my marketing strategy.  That is a rock. And so you will hire someone like you guys and your team

 

30:48

and other marketers to help them with that component of it. And so  once that’s finished and that’s complete and they’ve redone their marketing strategy, we will simplify some of it, bring it back into the Vision Traction Organizer so that you can share it with the entire team and organization.  But we’re not going to go in and build out your entire brand and your marketing strategy, your SEO, your messaging, your website. Those things don’t get done in EOS,  but they can be

 

31:17

um one of the rocks that have to get done that quarter and EOS will keep you on track, keep your partners on track to make sure they’re getting done. And that’s really what it’s for and designed for. It’s that accountability around some of those other tools. But again, it’s not gonna fix your cash problem. It’s not gonna fix your AR and your AP problem. It’s gonna identify and diagnose and put in processes and tools to fix them. But there’s still work that has to happen outside of the US.

 

31:44

Well, and I think that’s the difference of it being a tool versus  being able to do be the be all end all of everything, right? Is you have to identify that that’s what it is and then use it to, like you said, accomplish those other things. ah So what are some of the mistakes people make when they’re implementing EOS? Like what are some of the things where you’re like,  ah, this is case study, this happened, or, you know,  this situation happens over and over again. It doesn’t matter what type of company, give some thoughts on that.

 

32:13

Yeah, I’d say rock setting. I’ll talk just about that one in one moment is rock setting is really an art and a science rates, determining their biggest priorities and keeping them simple and reducing it down to three to seven. So in the first session, we set rocks for the next quarter. And oftentimes people will complete between 50 and 60 percent, some even 40 percent, but on average about 50 percent. And they’re like, well, I’m doing US. Why haven’t I finished all of them? Because possibly the rock was too big.

 

32:41

right, like rebuild my entire marketing strategy. It might be too big. You might need to break it down, right, and break it into multiple rocks. That’s one thing. And two, they may also not have the right milestones in place. So they’re not able to hold each other accountable. So that’s one place that I’ve seen is in the rock setting. And then the scorecard. What I love about the scorecard is it’s leading indicators. It’s not lagging. You obviously have your P &L and your bank statements and, you know, your balance sheet, all of those financials that are metrics. Those are all too late.

 

33:11

that those are numbers that are already baked. What we do with the scorecard is we help with leading indicators. So oftentimes people want to measure 20, 30, 40 things. Well, no one is gonna look at those 20 and 30, 40 things a week, right? So we say it’s about five to 15 things. If I was running a business, when I was running my business and I was a CEO, if I was stuck in an island and I got one sheet of paper and I got the scorecard, I should know how my business is performing. That’s those 15 numbers that I need. Maybe it’s cash.

 

33:39

Maybe it’s number of meetings, prospects, closed business,  revenue daily, utilization rate, but it’s those five to 15 things. So I often see teams want to measure 20, 30, 40, 50 things. And it’s just not practical, not useful. And those aren’t indicators that are actually on a weekly basis, because scorecard is weekly, going to help you make a decision that’s going to impact the business itself.

 

34:04

And I’m going to build on one too, and Sue, you can check me here, but I feel like when they don’t spend enough time  on the people side, right? And really understanding who they have, like you said this at the very beginning in  April’s organizational development part of our business and really spent a lot of time there. But I mean, we use the same vernacular, putting the right people in the right seats and really understanding what motivates people. And if  they have the right capability, if they have the right skillset, all of those sorts of things. And then  just…

 

34:32

being able to understand who people  are or where they’re coming from. So we’ve mentioned it a couple of times. I am going to ask you to talk a little bit about Colby, because I think it’s a really interesting tool and it’s different. It’s a different way of really  understanding how people operate.  And it helps  for  facilitation of discussion in the EOS process specifically. But maybe you could speak to the people part a little bit and  Colby and how that’s used and

 

35:01

some of the puts and calls associated with the people part.  Yeah, people. I love that piece of it.  I actually, when we implemented EOS, we identified a big challenge with someone on the leadership team and EOS helped us identify that and then helped us for solution to sort of ensure that we hired the right person and Colby did help with that. So there’s two pieces to it. Oftentimes you have that person that, oh my gosh, you just love them. You love them to death. You know, they’re great, but they’re not in the right seat.

 

35:31

They can’t actually do that job. So that’s okay. You’ve got the right person. They meet your culture and you go through and they meet your core values. They align with you. You want to keep them. You just need to find the seat for them. What is the job that they should be doing? Do they get that job? Do they want it? Do they have the capacity and the skills to do it? That’s that GWC. So we use an EOS tool to help measure, do they align with those core values and do they GWC? And then we use Colby as well.

 

35:59

So if they don’t, if you see a people problem,  oftentimes, as I talked about a little bit earlier, you can have that toxicity. You can have that person that does a great job. They’re the wrong person. They don’t meet your culture. I had somebody that said, that’s a sales organization, said, we really figured out that this person doesn’t like the grind and we like to grind. That’s one of our core values. We like to put in the extra hours. We take calls from physicians at all hours. We take texts, you know, and they sell medical equipment and we take texts any hours that.

 

36:28

and this person said, I work nine to five. That’s okay. They need to go find an organization where nine to five is one of the core values. Great employee didn’t fit the culture. And so those things get identified in EOS. The problem is, is when people on the team don’t actually wanna make that change, right? You know you’re the wrong person. The best way, what did somebody say recently? The best way to lose good people is to keep bad people. So you have these great people that are frustrated that they’re being allowed to have exceptions made. They show up late to meetings.

 

36:57

They don’t show prepared. They don’t fill out their Salesforce numbers, like  all of the things. And they are allowed to stay because they’re hitting their sales revenue goal. That’s a problem. That’s an issue. Colby on the other hand, which I love Colby A is an assessment that is a cognitive. So it’s not cognitive, which is like a thinking, like uh an IQ test or an SAT test. And it’s not um effective, which is your feelings, like your Enneagram or your disc or your Myers-Briggs. Colby is actually your natural strength.

 

37:26

It never changes.  so Colby and it’s K.O.L.B.E. because a lot of people will look it up and spell it wrong. Kathy Colby is the one who created it. Her father created the Wonderlic. She wanted something that would  be sure that it didn’t show bias. Right. This is how you’re born. I took it 15 years ago and I just took it in January. Exactly the same. Gave it to my daughter when she was 10. She’s 20. Exactly the same score. So it’s going to tell you in four different areas what your strengths are. And so when you put an individual

 

37:56

in a role that is not their strength, they get burned out, they get frustrated, and they tend not to do the job well. Right? So if, for example, don’t let me do your taxes, like that would be horrible. don’t  let me do your taxes. you- Neither of us, neither of us either. We can’t help there. That, and I had to become an accountant and God bless my accountant because he’s amazing. Like I would die, right? I would be burned out. I would struggle. I couldn’t finish the job. It would be hard.

 

38:22

Do you ever get in that mode where like all of a sudden you’re in your flow and your day flies? That’s because you’re working in your strengths, right? So where should I work as a visionary? I should be innovating. I should be sharing ideas. And other people, they should be building processes. They should be drafting them, coaching on them, implementing them. So when you see someone that is opposite of you, and this happens so often in marriages, and  I coach on Colby for couples as well, that you’re like, you’re so slow. You’re so darn slow. No, that’s their Colby, and you’re so fast.

 

38:52

you need to slow down. So you need someone, if I’m the quick start, I’m a 10, which is rare. I make decisions quick. I trust my gut instinct. I don’t look at the facts. Well, guess what? I make a lot of mistakes. So I need someone. My business partner, Mark, is actually the exact opposite. He is low on the quick start and a high fact finder. He’s going to do all the research for me. So before we make an investment, he’s going to do all the research and he’s going to say, this is all the facts. And I’m going to say, let’s do it.

 

39:18

And he’s going to have an  analysis like for Alexis, and I’m going to say, Mark, you have until the end of the week, and we’re doing this. And so  you end up complementing each other. If he were to give me all the processes to write for our business and do all the back office, I would poke my eyeballs out. But that’s where he thrives. And so Colby can be used for hiring, can be used for team health, can be used to ensure people are in the right roles.

 

39:42

where they will be most productive and it can help with conflict. have co-CEOs that I’ve got someone that’s a high quick start and someone that’s a high fact finder, total opposite Colby. And we went in and did a session together and now they know the questions to ask. The quick start says, do you have enough information to make a decision? And most times they say no. Great, when can you make a decision by,  oh, I need a month. No, you have until the end of the week.

 

40:09

So it’s just, again, knowing you’d be able to communicate that. I always tell the story, like when my husband’s like a total opposite, Colby’s me, I booked vacations. You know, we’re gonna go to Alaska. I booked the trip. You know, I talked to one person, sounded great. I booked the whole thing. We’re on a cruise. We’re good to go. It’s in six months. Fine. I will tell my husband, we’re thinking about going to Alaska. Thinking, I need to give him time to process, right? have give him time. He booked, don’t tell him. Don’t ever let him listen to this. It’s already booked.

 

40:36

all the research and guess what? We’re going to get to the same end point. We’re going on a Norwegian cruise to Alaska.  He’s been given time.  If I didn’t give him that time, he would be so stressed. So stressed he wouldn’t be able to enjoy what’s going to happen when we’re on that cruise ship.  those are just some examples of how Colby can really help with communication and conflict as well. Yeah, and as Ann said, you’re totally speaking my language.  is  the piece of things that I love so much.

 

41:06

The idea of having tools,  one of the things I talk about with people all the time is take the current people out of the picture and build what needs to be for the team and then go back and be really honest and slot people in appropriately or not, depending on how that evaluation goes.  And the other part that we talk about all the time is I get it and I tend to be very direct in a little black and white sometimes when I’m.

 

41:31

certain that something’s not a fit or we need to change something or whatever. And I too move quickly in those situations that I’m like, can you just come on? Like we know this is the answer.  But I think when you’re dealing with people, generally it comes from a really good place. And if you don’t have these tools  to help take that objective look, then that’s where I think it falls apart. And so  we’re constantly telling people, know, and at the end of the day, if the person’s not in a role that fits them,

 

42:00

On some level, they know that and the greatest kindness you can do is either, like you said, find them another place in the organization or help them find what their fit is.  But I agree that the people piece is just where I have to imagine in this process, it’s the same as it is for us where  Ann will build the best strategy ever. And then I come in and I’m like, okay, but we don’t have the people, right?  On those conversations. So I love the way that it makes it more objective. And like you said, it’s not about.

 

42:27

feelings or IQ, it’s kind of somewhere in the middle to where you can really see the person and who they are at their core. Yeah, I love that piece of it. And I think to your point, again, it’s just that objective view is what’s so helpful. Mm hmm. Yeah. So we’ve talked about a lot of the different parts and you’ve kind of sprinkled in to some of the stories along the way. I would love it if you just kind of like bring it all together for us and maybe give us.

 

42:55

a bit of a case study. Obviously don’t have to share any names and any businesses, but just give us a little bit of a case study from like, you know, a problem or opportunity they’re trying to solve for and then how in the very top line manner you help them get to the point where they were getting some of those results you said, which were at best quarter ever, best year ever. Like give us a best quarter, best year ever picture case study, if you will.

 

43:20

Yeah, and it’s great. This client actually is a PR from a New York City. They actually recently gave me a testimony. So they will be on my website so I can talk about their story. And they’re so proud of it. They came to me because they were having a little bit of stagnant growth. They had heard about US at the time when they started their company, their business has been running for about eight years. They didn’t feel they needed it. And then all of a sudden coming into, you know, 2025, they were having stagnant growth. And so they brought me in.

 

43:44

They also were having some challenges. The co-founders love each other. They’ve been friends forever and they really trust each other. But because their Colby’s are so different and their styles are so different, there can be conflict there as well.  What we did is when we went in, we talked about the roles and responsibilities to your point, April, no one has a job. we, when we sit and start to build that accountability chart, we build out the roles and the accountability that this organization needed. And then we fill those folks in.

 

44:10

into those seats and make sure those are the right people in the right seats. And then they know exactly what they’re accountable for. So the co-founders early on were doing everything, wearing every hat. And as they grew in scale, and they’re scaling right now,  they started to let go and delegate those things. They were a little lost. Like, what’s my role? Where should I step in? Where should I? And so the accountability chart created a true visionary role. So that’s the visionary sitting at the top.

 

44:35

and an integrator role different than an implementer, that’s like you April, that’s the right hand, that’s typically a COO,  maybe a CRO, a CFO, but that’s someone that’s the right hand to the visionary. They can be equal, this is not an org chart, but that visionary is free to do what the visionary does well, which is to generate the ideas, keep the culture, biggest relationships, and then they had the integrator role. The integrator, which is one of the co-founders,  loves her role. Now she knows exactly

 

45:05

what her role is. She is the one that is the tiebreaker on decisions. She is one that is keeping the train on track, the train on the tracks, and she is holding people accountable. She is the one when I step away and I’m done coaching them, she’s the one that runs EOS as well. So you’ve got the visionary and you’ve got  the integrator and those two roles were critical. And then we built out the rest of team. So they really saw a difference where their co-founder said that she’s gotten more done in the last two months than she has in the last two years.

 

45:34

because of EOS, that focus that she had. Because of that and because they developed such strong rocks and they have such a strong leadership team, they were able to see, again, their best year ever commercially and their best quarter ever.  And it’s really because we set great scorecard measurables. We’re measuring things that are going to impact that revenue and impact their business development sales. And then their rocks are rocks that are well-written.

 

46:00

actually execute and do them and they’re delivering at 80, 90 % completion on their rocks. And so this is a great testimony again, she’ll be on  my website, but it’s just uh one of many examples of clients saying, oh my gosh, I got five hours back in my day. Oh my gosh, we’re actually solving issues. We’re really looking at numbers instead of trusting our instinct and our gut. We’re holding our sales team accountable for the first time, really accountable, not revenue.

 

46:27

the measurables up to the revenue that really indicate whether or not we’re going to hit our number, we’re holding them accountable. That has helped us improve our processes and our overall sales.  lots of great stories, but that’s my favorite one because they really, um I’ve been in their shoes. A lot of listeners have been in their shoes. And I think it’s something that a lot of people can relate to as well. And I’m sure not just the business success itself, right? But the personal fulfillment on behalf of those two that now there’s clarity of role. So they know, you know,

 

46:55

what they’re doing each day is having that impact,  but they can also, like you said, focus. Exactly. Yep. Yeah. Me and April are going through that process right now.  We’re making some big decisions that’s going to reshape what our 2026 looks like. And I think finally April is going to get what she wanted because she’s always wanted to really focus on the coaching and  make that a big part of what she does in organizational development. And I’m the one who’s like, but, but.

 

47:23

But all this other things that we’re gonna do.  So I just say that as a testimony that like, we  get a lot of distraction based on all the other things that we need to do for our business. And especially when it’s a lean business. But there is  a matter  of being choiceful for where we’re spending our time and finding other ways for that work to get done so that we can supercharge our business. And I think that’s a really true testament.  And when you’re in it,

 

47:52

I’ll come back really just quickly, but when you’re in it, it’s really hard to self implement that because there’s so many  things that are pulling for your attention or obligations for the business or the health of the business.  So just to close this out here on this, let’s just go back and put a bow on the self implementation person versus using a professional implementer, especially the mindset of being in it versus on it. And so just speak to the pros and cons of that if you would.

 

48:22

Yeah, mean, think it’s self-implantation is great for those businesses we talked about. Maybe they can’t quite afford it. They’re not quite ready yet. They’re still figuring out product market fit. So self-implantation is great. And clearly hundreds of thousands of companies are doing it.  Those that want to scale faster  and have that person that’s that objective person come in and look into the business with a fresh set of eyes and help hold everyone on the team accountable. That’s when you want to use an implementer.

 

48:50

There’s an interesting piece and you talked about the coaching piece also is that  I say that every business needs a coach or a mentor, someone that’s gonna really get into those issues. They need a system and they need a peer group, right? So you’ve got EO, WPO, Vistage, all these peer groups that exist out there and I’m the system. And if you have all three of those in place, I think that’s where it can be really effective. So oftentimes they’ll have a coach so they may not have…

 

49:16

you know, the time or the resources or the budget to yet implement EOS and then they move into US or they’re using US and it identifies opportunities where they may need a coach. But in  any scenario, know, self implementation, the tools out there are great.  About half my clients come from self implementing first and then using it under, they do this  aha moment like, oh, that’s what that tool is or that’s what that tool does. I didn’t realize, oh, now I see.

 

49:42

So, but those clients move faster. They graduate faster, which I love. They’re already bought in. They know the language. We’re speaking the same language. So it does make it a lot easier when, they come from self-implementing to using a professional implementer. That’s awesome. Thanks for spending some time on that. know we talked about several,  several instances of that in this kind of sprinkle through, but I thought it was really important for people to hear that because

 

50:06

I mean, the supplementation is definitely a gateway to the professional implementation, but  it is a way to get started immediately and start to pull some rigor into your business, especially when it’s hard to  see the forest to the trees or work on the business when you’re so in the business. So thank you for bringing that.  I mean, this has been like an around the horn, fantastic conversation. I think we’ve covered EOS  very extensively, but before  I let you go,

 

50:35

Are you open to some rapid fires? uh Love it. OK. So one that we always start with  is what are you reading or listening to right now? So I just finished this awesome book, The Good Fight, and I think one of the things that I realize  is is we were raised as kids, you know, speak when you’re spoken to. Don’t say anything unless you have something nice to say. I’m a people pleaser. That’s actually a problem. oh

 

51:02

And EOS opens up the door for healthy conflict. So the good fight is just a great opportunity for you to understand where and when you should have healthy conflict. So that’s what I’m  reading or just finished reading right now. And I think it can be helpful for  any business um leader, of course. I love that. All right, more fun ones. What is your favorite meal you’ve ever had?

 

51:27

So there’s a restaurant here that I love. It’s called Flagstaff. It’s here in Boulder, Colorado. And it has the most amazing, I’m a meat eater, I’m a carnivore, beef tenderloin, but they do it in this unique and special way. And I still melt in my mouth, die for it, go there only on special occasions. So maybe once a year, but it is truly my favorite meal. I love that. I love that. And what’s your favorite thing to do in your downtime?

 

51:58

Not that you have a ton of  it, if you did have some downtime, Sue, what would be your favorite thing to do? I just talking to my daughter, I told her we need to stop telling people when it slows down because it’s never going to slow down. It never will. I love, I actually thrive better when there’s a lot on my plate,  but I just bought a cricket machine. So I started making cups and mugs with my logo on it.  It get control.

 

52:26

So um it’s fun. I love the creative side. love to paint. I love to draw. I don’t have time for all of those things. But if I can use my creative side of my brain, I love to cook.  That is my favorite thing to do in my downtime. But  really spending time with friends is also any time, like any free moment I have, I will book it with dinner or time out, seeing music bands with my friends as well. I love that. You know, they say all leaders who feel fully fulfilled all have a creative

 

52:55

There’s always something creative that they  leverage as part of  either their downtime or in their job. And  it always speaks,  it comes through whatever they’re expressing at that moment in time. So  you’re following uh the profile. So true, love it.  Well, Sue,  anything else that we might have missed that you want to put a bow on with regards to EOS? um And of course, tell people where they can find you.

 

53:25

Yeah, sure. So we do what’s called a 90 minute meeting and it’s a 90 minute workshop. So it’s complimentary. So if anyone is interested in learning how to self implement or learning more about us or what it’s like to work with an implementer, I suggest that they book that 90 minute meeting who attends their leadership team. At the end of that meeting, there will be either nods around the room or there will be arms crossed saying this is not for us. But they will know at the end of that workshop whether or not they should start to implement parts of us into their business.

 

53:55

And they can find me using my email, uh su.freck at usworldwide.com. So it’s su.freck at usworldwide.com. That’s the best way to find me. You can also find me on LinkedIn at su.freck  and I can just help, certainly help with ideas, help uncover some of the things in your business that maybe us can help with. On the flip side, there’s also Colby. So, you know, if you’re just looking for some team health, some light coaching, you just want to work through some.

 

54:23

some challenges or conflicts, especially after you’ve read the book, The Good Fight, you can call me and we can run a KOLBE session. KOLBE’s inexpensive, it’s $55 an assessment. So it’s a really great tool that can help along the way in so many different fashions. Oh gosh, thank you, Sue. I love that. And with that, we encourage all of our listeners to take at least one powerful insight you heard and put it into practice. Try some self-implementation, go to the site and just…

 

54:52

peruse the tools and  just kind of try it on. Because remember, Strategic Counsel is only effective if you put it into action.  Did we spark something with this episode that you want to talk about further?  Reach out to us through our website, ForthRight-People.com.  We can help you customize what you have heard to move your business.  And make sure to Follow or Subscribe to Strategic Counsel on your favorite podcast platform!