Rob Taylor joined the podcast to talk about the how to fit and fill the right seats in your organization. Not only does this mean that an individual in a role has the skills to do so but it also means the individuals core values are similar to the company’s. This is important for your company, but also for you as a manager. Rob discusses what this looks like and gives applicable answers on how to make sure your people are aligning!

Find Rob on his website!

Full transcription below: (May contain typo's)

[00:00:00] Rob: [00:00:00] So we started looking at, okay, what's the, what are they really good at? What are their strengths? What are their, where else do we have and are structured where we have an opening where we could use their skills set better, their unique abilities 

Keerstyn: [00:00:15] welcome to the podcast, Rob Taylor, we are so excited to have you here today. Can you please give us just a brief  explanation of what you do, how you got involved in your work, that type of 

Rob: [00:00:24] thing.

Sure , I'm Rob Taylor of Taylor management systems. I'm their president, and we're an organization that as an EOS implementer, we help business owners and leaders of companies get what they want from their business. ,whether their dreams, their passions, or their lifelong life term goals, whatever that is passion is, we enable them to.

How the company a lot be aligned , and to achieve those goals, , we complete proven system with simple practical tools that give them their leadership team. Initially what we call vision, [00:01:00] traction and healthy vision, and that their harps on the same page with where they're all going and their plan to get there.

So they're aligned and we get them traction and that they're accountable and disciplined in achieving that vision together. And that they're healthy and therapy cohesive, functional team that actually likes to work together because a lot of times with strong leaders, they struggle to get along. , we worked with that leadership team and we push it down to the system.

So they see the vision being achieved with accountability and discipline with teams that are having fun working together. , that's the high level. , we do other things as well, management systems and coaching and development of leaders and managers. But we do most of that now through us.

That's the system that we see that helps. It's a proven process. It provides focus and alignment. It really helps them execute and achieve that vision better than anything I've ever seen. 

Keerstyn: [00:01:56] Yeah. So for our listeners, do you want to explain EOS? , [00:02:00] some people might not know exactly what that is 

 or all the parts of that are involved in 

Rob: [00:02:05] it. Yeah. As an EOS implementer, EOS is an entrepreneurial operating system. Check it out at eosworldwide.com. It's a, and again, it's an operating system that helps companies run their company. It's a proven process. It's simple practical tools. It works. It simply works.

It does provide that focus on alignment.  and so to answer your question, Keerstyn, it's a system operating system, which is a great way of, we know about operating systems that are software, if you're the founder of a business, you have this , you're a startup and you're starting to become, that next stage business and you're growing.

You find out that one person, two people, five. 10, the complexity increases dramatically. And the, that dream starts that you start to I'm the energy gets sucked out of that dream, just for dealing with people, issues [00:03:00] and problems and process issues and accountability. And it's a system that helps owners not only run the business, but get what they 

Keerstyn: [00:03:09] want.

Yeah, absolutely. Absolutely. So then why is your role in that U S implementation? 

Rob: [00:03:16] Sure, sure. The target markets are entrepreneurial businesses, teams that are open-minded their growth oriented. Maybe they're frustrated things aren't working, they want help.

So we're providing the answers to those issues, where. My role as an implementer, I used to be called a consultant. I've done a lot of consulting over the years to see,  what I felt was good advice. To  be listened to. I appreciate it, but not for me. We executed on not implemented quite right.

This is a system that I helped them implement that they use to run the [00:04:00] company, to help them grow and develop as leaders so that they're self sufficient. We're teaching them to fish to use that analogy. 

Keerstyn: [00:04:10] Interesting. Okay. So how long is this EOS process laid out us? I'm actually with 

Rob: [00:04:15] you? Yeah. my goal, depending on the company is two, two and a half years to have them be, if not sooner, to be self sufficient, I have clients that still want me to keep on with them and help them keep growing.

that they get to a certain point. They hit that ceiling. They want to keep growing. This EOS is designed to help them keep going and growing. But on average companies, two, two and a half years of, quarterly visits. Yeah. Getting them up and going. At some point they can kick off the training wheels if they are so inclined, which hopefully they are at some point and they can do it themselves.

Yeah, 

Keerstyn: [00:04:54] absolutely. Absolutely. So you've touched on this already, but what are some of those pain points that they're [00:05:00] experiencing and then how do you get them? Or what are some of those things that they feel after they work with 

you? 

Rob: [00:05:06] we're dealing with people, mostly we're dealing with, people who are growth oriented and leading and, they have ideas and so we're helping them get aligned or helping them.

Have a clear focus for what is that? Maybe 10 years down the road, somewhere between five in 20 years. What's the longterm goal that big, hairy, audacious goal to use a Jim Collins concept from good to great. And to be focused on that and to. address that plan, get it clear, make sure they are focused on it and make sure they're, by being focused on that, aligned on it, that filters out things that maybe they shouldn't be doing.

So the frustrations that we see up front, the, the people issues, accountability issues, communication issues, [00:06:00] we're driving them to be focused, which helps and time. Address those issues. And we talk about the six key components of a business, which is part of the answer to your question is by being strong, having a strong or I should say a great vision.

If you want to be a great company, to have a great vision, you have to also have great people. You have to have data to help, where you're at and be achieving your goals. You have to be great at solving problem solving. You have to be great at your processes being consistently followed by all.

And you have to have some kind of way of executing on your plans that helps address those issues. Yeah, 

Keerstyn: [00:06:41] absolutely. Do you want to go through those six key components? 

Rob: [00:06:45] yeah. So they're the first, which I mentioned vision is that. In that the aligned agreement, the focus on the longterm vision of the company, that's going to be, we're looking at the core values of [00:07:00] the company.

What are the principles by whi...