Running A Healthy Business With Don Maranca
Build Live Give. Mentoring With Paul Higgins
Paul Higgins sits down with Don Maranca, Certified EOS Implementer, Advisor & Coach to Business Owners.
He shares with us how he helps business owners gain wisdom to embrace change which leads to transformation and peace of mind.
Welcome Don Maranca from JDSM Enterprises to the Build Live Give Podcast. Great to have you here Don.
Thank you very much for having me Paul. I'm excited.
Yeah. Well, I've got to get this out of the road quickly if you're watching it on YouTube. But that is Don's actual office. He's in Texas and it's a magnificent looking office. And I thought it was just the Zoom backdrop the first time I met Don. And then, I think it was, your wife walked past the left-hand side. So, then I could realise it actually is his office. So, that looks great.
But, we're here to talk to you today and how you help other business owners. And the first thing I always ask is who do you help and what sort of problems do you help them with?
I work with primarily small and mid-sized business owners and their leadership team. So, what I eventually do basically is help them develop healthier businesses, and in essence really helping them get more out of their business because a lot of times they're not getting everything that they want out of it. And it's different for different people. Some people want freedom to do a lot of other things outside of the business. People want a more systematised business and organisation. Some people want more culture-related things. So, whatever it is that they want, that's what we help them with.
Great. And what's your definition of a healthy business?
I focus on three things. One is clarity, accountability and growth. So, for me, a healthy business is one that has clarity in both the personal side of things, where the business owner is crystal clear on what their personal vision is, and also the company vision is crystal clear and everyone is aligned with that company vision. Because once everyone is clear with that, then they all know what they're fighting for. They'd have a bigger purpose on what they're doing. Their specific roles... They know exactly how it's tied to that bigger picture.
And the accountability is really a healthy organisation too, because without accountability and without discipline, you can't move towards that vision or you're moving at a very slow pace and you're always getting off the path because you don't have that clear vision and you're not executing really well. So, accountability is really key. And then growth... Obviously you want to have growth in your company, whether it's revenue and profit, but also a lot of leadership and personal growth. When you have those three things, that to me is a very healthy organisation. We're always striving towards that.
Great. And what are some of the obstacles getting in the way of achieving those three things with clients you come to work with?
Because I look at the business as a body. It's an organisational body. So, we have our own personal bodies that we try to live a lifestyle that's healthy. And the obstacles that we get in our own personal life is that we get in our own way, our own head space, our head trash and our own bad habits and things like that. Same thing for an organisation, because the organisation is a body when you look at it. But then the leadership teams and managers and leaders, they get in their own way too, in terms of their head space, their head trash, bad behaviours, bad habits and things like that.
And so, to me, that's the most common thing, is that if we just get out of our own way, the organisation will function a lot better in a healthier way. But we have to first start on ourselves as a leadership team and the owner of the organisation to make sure that we have the right head space, the right attitude about running the business and owning the business so that we can really lead it to the next level and leave the legacy that we want to leave.
Yeah. I find the same thing. Most of the people that I work with on sales strategy, it always starts with themselves, their mindset first. And then into the business.
It sounds like the same for you. And what are some of the things you know about helping people get those three things that many people miss.
A lot of it is really communication, because when I talk about clarity and getting that, first of all, personal clarity on the owner's own clear vision, is that... They may have it clear in their head, but they haven't written it down or haven't shared it with anybody else. And that's really one of my models, the peer board model. They share it with other business owners. So, once they have clarity on that and they start sharing it with other business owners, it becomes more real to them and it becomes more tangible to them, especially when you share it, because now you're being held accountable to that personal vision.
And there's others that are helping you get there. From a leadership standpoint beyond the owners, it's... From a company standpoint, you have to have clarity in the company vision as well, not just a personal vision of the owner, but the company vision of the whole entire organisation, because if that's not clear and that hasn't been communicated clearly where everybody can actually visually see it in their heads, you're not going to get there because you'll have different visions and people are going in different directions.And so, it always starts with that clarity and that communication and communicating that clear vision with the whole organisation.
Yeah. And, look, I know a lot of people, including myself, find it hard to say, Well, how long is a vision for the business? Is it a five-year... Sometimes I'll hear people get on a podcast and say, I want to help a million people do whatever. And I'm like, well... I find that a little difficult to then put a system in place to achieve that. What do you finding around timeframe? What's a good timeframe? What's realistic when you help people work on their purpose and their vision?
So, we break it down from a... When I'm looking at the company vision specifically, because we use a tool called the Vision/Traction Organiser, the V/TO, which is based on the book called Traction by Gino Wickman. So, it's based on the EOS model, the entrepreneur operating system. And so, this V/TO breaks it down into your ten year target, which is kind of like your Big Hairy Audacious Goal by Jim Collins. Ten-year target, and then we break that down to a three year picture. And that three year picture has a lot more granularity. It has a lot more visual aspect to it where you can see it in your mind's eye. Because if you see it in your mind's eye, you just naturally start going towards that, and all your efforts and intentions start moving towards that.
And then we break that three-year picture down into a one-year plan. So, what actually has to happen this year in order for us to move closer to that three-year picture. And then within that one year plan, how do we break that down on a quarterly basis? So, we break it down into quarterly rocks, which is your quarterly priorities. And really, when you break it down that way, it's a lot easier to eat that elephant. If you're trying to get there 10 years from now, how do you do that three years from now, how do you do that one year from now, and what do we need to focus on for the next three months that helps us get there? And when you do that time and time again, and you all just execute that much better towards that... Because studies have shown that humans... When we start thinking past three months, we freak out.
We don't know how to eat that elephant one bite at a time. And so, we don't do anything about it. But if we look three months out and we have a bigger picture vision that's clearly defined, and then we set out, "Okay, what's our priorities for these three months?" Then we can actually put our heads down and work on those, execute on that really well. We can focus on three months at a time. And when we do that, and at the end of three months, we visit, we see how we did last quarter, see what successes we had, lessons learned, look at the big picture vision again, and say, "Okay. Now, let's get back to the vision. What do we need to do the next three months to advance us even closer to that?" And then again, put our heads down and work on that. And you do that every quarter, and you'll execute towards that vision, you'll be surprised how much people get to that vision because they have these three months sprints and that discipline to accomplish those things.
And I've read Gino's book. Actually, I listened to it on audible. To be honest, I haven't read it as yet. But, now, why did you pick the EOS model? What drove you to pick that out of all the models you could use?
Yeah. Interesting question. So, I was actually developing my own model, because I've been working with business owners for the last probably almost 12 years now. And about into my third or fourth year into doing that, I was... I knew that just working strictly with the business owners, they're still going to struggle with implementing their strategy across the organisation. And so, I was looking for a model that I liked that looked at the business holistically and systematically. And I just didn't see anything like that. So, I started creating my own based on the whole business body aspect of things. And then, someone gave me the book Traction. And once I read that book, it was so aligned with my philosophies and all the tools that I've been using already. Because Gino's brilliance was... When you look at it, he didn't really create anything new.
He used a lot of time tested, proven tools that's been out there for years, that's worked, but his brilliance was, he created the framework that if you use it within that framework, those six key components of the business and use those tools have been around for years, it just works really well. And that's why it works so well. Because he's simplified it. And I didn't have to create my own. So, I decided to take the leap and the plunge to become a certified EOS Implementer and went through the bootcamp training in 2015.
And so, once you do the training, is there an ongoing fee to use the system?
There is. There's a monthly fee because we have access to our training modules and the materials that we buy for our clients. And we also have a quarterly collaborative exchange, we call it QCE, where we come together as EOS Implementers and really sharpen our saw to make sure that we're delivering the EOS system as purely as possible, because that's where you get the most Traction is, when we're all consistently delivering it in the purest fashion.
Great. And I'll highly recommend, if you haven't read the book, listened to the audio, please do. It's a fantastic system. You've been doing it now for quite a few years. What are the things that you see and you know about the EOS that you won't get in the book. And maybe give some examples of how you use it with your clients to bring it to life.
Sure. So, the first three months are really pretty eyeopening because we spend a lot of time on discipline and accountability. Because that's usually where the founders get frustrated. Because they just think... "They're just not executing. My team can't execute." We can't ever anything done." And so, we're always firefighting. And when we get down to those first three days, it's really creating a strong foundation of discipline and accountability. And it starts with really structuring the organisation with the accountability chart so everybody is crystal clear on what their function is and what their role is within that function. Because too many times they're wearing too many hats. And they're always stepping on each other's toes. And they don't know where their role ends and the other one's starts.
And so, there's a lot of dropped balls. There's a lot of miscommunications. And when we go through that process of clarifying the accountability chart, there's a lot of conflict that happens in that discussion because when we go through that process, I tell them, "Okay, when we go through this exercise, nobody owns a seat in this room right now. Okay. You really have to detach yourself from your role. And you're really acting as a board of directors. We don't look at titles. You don't look at what you've done in the past, what seat you're in right now. For the greater good of the company, what is the right structure for the organisation that's going to create clear accountability?"
And so, we start that process, and people are surprised at what kind of conflict comes out of that. Because people are so territorial about their position and their title and their seat that they don't want to let go of things until they start really getting that mindset, "Okay. For the greater good of the company, I really have to detach myself from this role. If I were to structure this as a board of directors, what would be the right structure for the greater good that's going to get us to the next level? Because the structure that got us here may not necessarily be the right structure that's going to get us to the next level."
Yeah. And, Don, do you believe that there can be two MDs in a company or does it really need to be one, especially when you've got two partners that are running the business?
Yeah. So, we have two functions, really, at the top, the visionary and the integrator. Okay. And there's not always a visionary, but there always has to be an integrator. And the integrator is really the one that runs the day to day aspect of the business. They love that side of the business. And sometimes, the visionary sits in that integrator seat because they have the foresight to start the business. They have that vision to start the business. And then they have to run the business because they couldn't afford someone else to run it for them. And that's great. They can grow the business to a certain degree, but then once the business starts really growing and they're just not wired that way, they don't love the day-to-day aspect of things, they don't have the details, they'd rather be more visionary and looking forward instead of handling the day-to-day aspects of the business.
That's where they get stuck. And that's where they really need to find out... If they truly want to be the visionary where they add the most value to the organisation, they need to let go and have someone else run that business for them. And that's where the integrator is really critical in that role. And usually, when a visionary finds the right integrator or the true integrator for their business, that's when it takes them to the next level and they skyrocket.
And so, the visionary and integrator relationship is very key in making sure that those two are always on the same page. Both of them can't run the business on a day-to-day aspect. We always equate parenting analogies to running the business because the parents have to be aligned. Because if they're not on the same page, then what happens? The kids divide and conquer. So, same thing with the leadership team. If the visionary and the integrator are not on the same page, then the leadership team and the rest of organisation is going to divide and conquer and go to the one that they want to hear from and get the answer that they want to hear instead of just... They have one voice. If they have one voice, then the integrator basically can speak for both of them. So, that's key.
I think it's so true. And around the tech consulting business, I knew it was a perfect partnership whereas I'm more the strategy, the visionary guy, and, Scott, my business partner was very much the implementer. And it was great because we had clear lines. I suppose the one that... Marketing sometimes is the hardest to separate because it's got a combination of both. Which functions do you find hardest to separate in businesses?
Well, that accountability chart, you could be sitting in two different seats. Sometimes you might be sitting in three depending on the size of the organisation. So, the visionary can also be sitting in the marketing seat because they're more of the relationship type person and they like the business development aspect of the business. But they need to know what seat they're sitting whenever they're making decisions. Because if they're making the marketing decisions, they're sitting in that marketing function, not necessarily in the visionary seat. And they still have to honour what the integrator is making sure that... Because the integrator is looking at the whole entire big picture and making sure all the functions are working really well and not just specifically just the marketing seat, because the marketing seat leader might be really bent on marketing campaigns and things like that.
How does that impact operationally? Can we actually service all those clients that you're developing this business for? And also financially, does it make sense financially to do what that marketing person wants? And so the integrator is really making sure that all those seats are well-represented and making sure that that team is communicating well together. So, if that visionary is sitting in that marketing seat, they're not at that visionary seat, they're sitting in that marketing seat with that hat.
Yeah. Great. And-
Does that make sense?
Yeah. And what happens if someone new comes into the team? How do they quickly learn and understand the roles and responsibilities? How's it documented? How do you go back and review it? Just what are some things that you do in that regard?
So, you're saying if a new team member comes into the leadership team?
Yeah. I sit down and say, "Well, look, this is who does what in the business." Do you have a, I don't know, a [inaudible 00:17:04] board, do you have a document? How is it described on who does what?
Got it. So, the accountability chart is that description. So, it's a very simplified tool that basically shows what their function is. And we don't focus on titles. So, their function might be head of marketing, the marketing function. And within that function, in that box, in that accountability chart... So, if you think of a traditional org chart, it's similar to that. But an org chart really is more of a reporting mechanism. It doesn't really show what those specific roles and responsibilities are and their function. So, we prefer an accountability chart. So, within that function, we have three to five, sometimes seven key roles and responsibilities in that function, which is really the highest level of their job description. If you were to simplify their job description, what would be the three to five, maybe seven, key roles and responsibilities that they own, that they're accountable for?
All right. And so, you really hire towards that instead of... Because the trap that people get into, especially as you're growing, is that sometimes people just hire people and then you figure out where to put them. But then, you're not hiring for that function anymore. And for the greater good of the company, you really need that function, and you need someone that's really great at those key roles and responsibilities within that function. And so, if you're not hiring towards that, then you're creating a monster in your organisation where no one is really clear on what they're accountable for. And so, all of a sudden, all these different functions and jobs start popping up, even though it's not for the greater good of the company, because we're settling for our existing strengths and weaknesses or the strengths and weaknesses of the people that we hire instead of what we really need for the organisation based on that accountability chart. Does that makes sense?
Yeah it does.
We emphasise structure first, then people, because if you have the right structure, then you start hiring the right people to fit that structure. Because too many times we may not have the right person to put in that seat. And then we hit a ceiling because we're not getting the best person that we call it GWC. Is that GWC? Get it. They want it. Have capacity to fill that seat. So, we're always working towards each of those functions to be the best person that gets it once it has capacity to fill that seat.
Great. Well, I'm just going to ask you one more question in the build section. And it's around numbers. I know that you had a finance background that was in corporate. You did finance before you moved in your own business. What are the essential numbers? So, if I had to say to here... We sit down at one of your peer board meetings, and what are the absolute critical numbers that someone needs to know to run their businesses well?
Well, it ranges all over the place. The obvious ones are financial, because sometimes a lot of people know what their top line is. But most of the time... I wouldn't say most. But a lot of the times they don't know what their bottom line is. And not just the bottom line for the whole entire company, but on a product basis, over a service basis, what products or services are actually making you money? Where are you having the highest margin? Because they don't have that granularity. They just look at the bottom line overall. And if they're at 2% or a 10%, what products are at 40% and what products are 0% that's bringing that 40% down to that 10% average? And so, when you start really digging deeper into, how do we make this product, and when we deliver this product, what actual margin do we have on this?
That's one of the things that really is eye opening for some people, because they don't really look at the on a per product or per service margin. And then from that, the leading indicators or the activities that lead to that, whether it's a sales and marketing productivity. Because I look at three different metrics. One is called productivity. And it could be sales productivity or operational productivity. So, it could be sales productivity in terms of, how are you generating leads, how are you closing business, how many clients are you getting? Operational productivity is how are we serving our clients, how are we delivering our services, how many products are we getting out, and things like that? So, that's productivity.
And then the second one is a risk or quality metric. Because you could be highly productive, but then you're sacrificing quality or you're taking on too much risk. So, you're having a lot of errors. You're having a lot of returns. You're having a lot of mistakes and refunds. So, that's a quality issue. Or you're taking on too much risk where you're taking on clients that you shouldn't take and they're not able to pay you. So, your receivables are growing and that's a risk on its own, or, say, your on time delivery is suffering, because you're taking on too many clients, you can't serve them in the timeframe that you want to. And all of a sudden, your products are taking a lot longer or your services taking a lot longer to accomplish. And then the last thing is financial.
And if you're doing everything productively really well, and if you're managing your risk and quality really well, then it should pop out in your financials. So, your financial strength should be good. And like I said, it goes beyond just revenue. It could be revenue per employee, could be profit per employee, profit per product, profit per service. So, if you focus on those three things, productivity, risk slash quality, and then financial, you kind of have a balanced scorecard, if you will, looking at all sides of the business. Because at the other side of that is you can be so quality and risk averse that your productivity is suffering. You're not getting anything out the door because you want it to be perfect. But then your productivity is suffering. So, you have to balance all that out to make sure you're looking at all parts of the business.
Brilliant. Well, we're listening to Don Maranca, and you can go to jdsmenterprises.com to find out more. And we're going to have him back in one moment. But I'm just going to ask you if you have a sales system to reach your next million. So, Don has been talking a lot about those key measures. And I think that productivity and sales in particular, a lot of businesses I work with have done brilliantly to get to their first million through referrals. And really working incredibly hard, but then the next million they know they can't get there. So, I've got some questions that I always ask my clients that really help them set up their sales system. And you can go and get those. You can go to paulhigginsmentoring.com/pulse. And if you also go to the homepage, it'll be there at paulhigginsmentoring.com. And there's nine questions. It'll take about three minutes, but those questions can be life-changing for you and for the business. So, paulhigginsmentoring.com/pulse. So, the next section, Don, is the live section. And what are some daily habits that might not be EOS related, but some daily habits that help you be successful.
So, daily habits. So, I always start my day with a prayer. That really grounds me before I start the day. And before my whole day and my mind gets cluttered, it kind of centres me. And then, one of the other things is really honouring my commitments. And I use a Dan Sullivan approach from Strategic Coach. And he organises his days as focus days, buffer days and free days. And the focus days are really when you're serving your client really well. You're just focused on that. And that's where you're generating your revenue. The buffer days are kind of the administrative days and trying to take care of other things that help you with the focus days and generate more income. And then free days is really your free days, your free time with your family, your vacations, or if you run every day or if you exercise, really protecting those.
And so, one of my commitments is to make sure when I'm scheduling things, that I plan ahead in advance on how many buffer days, how many focus days I have and how many free days I have for the whole year. And so, if I don't honour that, then it messes up my whole system and my family starts feeling it, I start feeling it, my clients start feeling it. And so, I have to make sure I honour that. And another thing is... Really, I always commit to bring in my best. Especially when I'm praying in the morning, it's like, "How do I bring my best?" Because if I'm not bringing my best, I'm not being my best for my clients, I'm not being my best for my team. And at the end of the day, I always ask myself, "Okay, where did I fail at becoming my best." So, I kind of look back to see, "Okay, how can I improve upon that, or do I need to apologise to somebody?" Whether it's my family or my clients or my team, I want to make sure I'm always bringing my best.
Right. And across the focus, buffer and free days, is it an even split? Do you look at doing a third each, or do your weight it some other way when you look at that year plan?
So, when I look at the year plan... Half of my time is free days and the other half is the buffer and the focus days. But that includes weekends. When you look at the weekends... So, my free days... So, I have about, say, roughly about 150 free days on my calendar, which includes weekends, and when you spread it over time, about two months of free days, of vacation time, not all at the same time, obviously, but at different times of the year. And then I have my focus days and my buffer days that make up the rest of the days of the year.
Yeah. Brilliant. The next section is the give section. And let's say a charity or a community that you support and why?
I really have three passions. One is Multiple Sclerosis. So, my sister-in-law has MS. And we do an annual ride for a fundraising, the MS 150, which is a two day ride. And typically it goes over 150 miles over those two days. And so, we help raise money for Multiple Sclerosis for a cure for her because she's a great part of our family, and we want to make sure that they're always working towards a cure for that. The other two things are related to my boys. So, I have two boys. They're both adopted. So, I have a passion for adoption. So, anytime I can help a charity that's related to adoption, we do that. And also, my oldest son, Jake, has dyslexia. So, we contribute to things like his school and for purposes that help with dyslexics. And so, those really are my three passions. And they're very near and dear to our hearts because we have very personal connections to them.
Yeah. Brilliant. The last section is the rapid fire section, where I'll ask you some questions and you give me some rapid fire responses. So, the first one is what is a piece of technology that you can run your business without?
So, a couple of them. So, one of them is called Traction Tools. And it's very specific to EOS. So, for companies that are running on EOS, it just really helps us put all the tools in that one software. It helps us stay on track with the priorities or to dos, our rocks, our V/TO, which is our vision. So, that's one thing. And my whole team uses that to make sure we're all aligned and executing really well towards our vision. And the other thing is related to what I've talked about with the free days, the buffer days and the focus days, is really my calendar. Because if my calendar is not working well, I'm completely lost. And so, I just use Outlook 365. And I have a team member that helps me manage my calendar to make sure that I'm protecting the times that I need to protect. But my calendar is key. And that helps me a lot.
Great. The next is what is your best sales tip?
The sales tip. So, it's not really sales when you're educating people. So, my style is really to educate people. I don't consider myself as a salesperson, but I like to educate people. And it's really just giving your knowledge away. Because when you do that, you educate people, people want to do business with you. They see value in what you do and what you're communicating with them. And just naturally, it tends to result in a sale. And you may not even be intentional about it, but if you're intentional about educating them and really sharing what you have and how to help them, you don't have to worry about sales. It just comes to you when you're just educating.
I know you said that you've got the EOS where you go and sharpen the sword, but where else do you look for expertise to help you grow your business?
A couple of things. So, my business has two sides, a TAB business, which is a peer board model, if you're all familiar with that, and EOS, which is for the leadership team. So, that the TAB side of things is just for the business owners. And so, I look to my clients because when I run these meetings with the TAB boards, the peer groups, I learn so much from my clients because they're all owners. We're all sharing wisdom with one another to see how we can run our businesses better. So, I learn from them. Also, when I'm doing my EOS sessions with the leadership team, I'm learning so much with them. So, I learn a lot from my clients. I do have my own T group, it's called the Traction Group, which is my own peer group for EOS Implementers. And I learn from them, how do we run our EOS practises much better.
I have my own personal coach as well, actually, my wife and I, because she's in the business. So, it's a family business. So, we have a coach that coaches both of us on how we run our business better. And also, sometimes it becomes more of a marriage counselling type thing too. And then lastly, I look to my team. Just like my clients with EOS, they lean on their leadership team to gain knowledge, to make sure they work together and get a better business, healthier business. I lean on my team as well to make sure that we're growing and we're developing personally as well as professionally in our business.
Right. The last question is, what piece of advice would you like to leave us with?
Piece of advice? It probably goes back to that clarity. Like I said, I always focus on clarity, accountability, and growth. But it starts with that clarity, because if you're not clear on where you want to go, whether personally or also in your business, you're not going to get there. And it doesn't count if you just have it in your head. Write it down because when you visit that three years from now, five years from now, 10 years from now, you can see how much you've grown or haven't grown. And so, you can really start holding yourself accountable. And it's even more magical when you share it with people. Because if you write it down and then you share it with people, studies have shown that the realisation of that vision exponentially increases when you write it down and then you share it. It increases even more because it increases that accountability. So, that's my biggest piece of advice is, in order to get that clarity is, get it written and then share it with some people.
Yeah. Brilliant. Well, look, it's been such a pleasure having you on, Don. And for everyone watching or listening, or both, you can go to jdsmenterprises.com, and there he's got a health check. So, it's called the Org Checkup. I just had to make sure I got that right. The Org Checkup, you can find it there on the website. And it really helps to see if you've got the key things that are helping you to be a healthy business. But wonderful having you on, as I said, Don. And thanks for sharing your wisdom today.
Thank you so much, Paul. Thanks for having me. I appreciate it.
Welcome to the Build Live Give Podcast. If you're a first time listener and you love what you hear, please subscribe. If you're a regular, thanks for your support. It means a lot to me and also to the guests that appear on the show that you'd take the time to do it. And if you've got any questions, just please reach out to me at [email protected] So, you're fine at taking notes. And believe me, there's lots of notes to be taken in this great episode. But also, there will be a transcript at the end as well in case you're walking, riding, or wherever else you're listening to this podcast. So, our guest today worked in corporate finance, and worked for the likes of companies like Dell, but then left and created his own business. And he was about three, four years, and he'd seen patterns as he was about to create his own methodology. And then he read an amazing book called Traction by Gino Wickman.
And he thought, well, this has already created exactly what I wanted. So, he basically jumped on the back of that. So, now he's an EOS Implementer. There's about 400 of them around the world. And Don is a great one. And what he'll go and take you through is 3 key things.
Welcome to the Build Live Give Podcast. Great to have you here. If you're a first time listener and you love what you hear, please subscribe. If you're a regular, thanks for your support. It means the world to me. Well, there is actually lots of great information in the podcast today. So, if you want to take notes, by all means, do it. But there also will be a full transcribe at the end for you as well. So, today's guests worked in finance, in corporate and worked for the likes of Dell, and had a wonderful career then decided to leave and set up his own business. And he was doing consulting for business owners. And he wanted to create his own methodology, and then his world changed. He read a book called Traction by Gino Wickman, and now he's one of 400 EOS Implementers around the world.
And he gives so much value in this podcast. And I asked him questions about the EOS system that you will not read in the book. So, what are the three key things that he does go through? One is he talks about a healthy business and he goes through exactly what are the components of that. Never heard it before. It was great. Then he talked about the three key measures that you should have for your business. And finally, he talked about the accountability and how you shouldn't have an organisation structure, you should have an accountability structure. So, he goes through that. And it's great. If you're leading a team of people, this is a must listen to. And he also gives a great asset at the end, which is an Org Checkup. So, you can get that at the end of the podcast. So, what I'll do now is hand you over to Don Maranca from JDSM Enterprises.
I hope you enjoyed that interview as much as I did with Don. He shared a lot of value. And as I said at the start, it was pulling out parts of EOS which you will not read in the book. And, off-air, he was talking about how he's really the doctor for business. So, you go to a doctor for your general health. You go for a doctor like an EOS implementer like Don to look at your business health. And then he refers specialists for specific things. But it's a great system. If you get the chance or if you haven't read it, go read, Traction from Gino Wickman. But please look up Don on jdsmenterprises.com. And all the links will be in the show notes as well. And if you want to really work out if you've got the right sales system to get to your next million in revenue, just go to paulhigginsmentoring.com/pulse. Please take action to build, live and give.
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About Don Maranca
Don is a business advisor, coach, and Certified EOS Implementer. He serves as the President of JDSM Enterprises, Inc., home of The Alternative Board (TAB) in North San Antonio & The Texas Hill Country.
He has over 18 years of top-level business experience with specialties in finance and operations and has set up strategic planning sessions for many companies and operating performance projects resulting in millions of dollars in savings.
He has served as a board member in various organizations including Big Brothers Big Sisters and The McCombs School of Business Alumni Network.
He is married to wife, Kelly, and that have two wonderful sons together, Jake & Luke. He loves to road cycle and participate in the MS150 ride regularly.
Connect With Paul
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- Email: [email protected]
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