Is Your Franchise Flying Blind?

EOS Issues

How to Recognize and Address Your Core Business Issues.

Over the past several months we have highlighted the various components within the Entrepreneurial Operating System (EOS).

  1. Vision
  2. People
  3. Issues
  4. Data
  5. Process
  6. Traction

While each of the 6 components of the EOS Model is a separate entity, they inherently interact with each other in some capacity.  Each individual component needs to be solidly identified if the EOS is going to help the company’s health and growth.

For example, while most companies think that the Issues they are having are unique, in actuality there are only about 25 different Issues that companies have faced since the beginning of time.

Issues: IDS

Let’s examine one company in the news lately that lost close to $1 billion in the market because they failed to handle an Issue properly.  The company in question is, of course, United Airlines.  My purpose is not to get into a debate of the legalities (or illegalities) of what happened, but to merely show you how important it is to go through your own IDS (Identify – Discuss – Solve) for any Issues you might have. Let’s start with what happened within United’s chain of command that broke down so horrifically into a continuing PR nightmare.

From United’s website:  “We are committed to providing a level of service to our customers that makes us a leader in the airline industry. We understand that to do this we need to have a product we are proud of and employees who like coming to work every day.

Our goal is to make every flight a positive experience for our customers. Our United Customer Commitment explains our specific service commitments so that we can continue a high level of performance and improve wherever possible. The commitment explains our policies in a clear, consistent and understandable fashion. We have detailed training programs and system enhancements to support our employees in meeting these commitments, and we measure how well we meet them.”


Very interesting…so what happened, what’s the Issue?  From what I’ve read in the various media posts, someone realized that they needed to get 4 crew members to Louisville for the next day.  They had a Process for this, eventually randomly selecting passengers to “volunteer” their seats. It’s still inconclusive as to if that Process called for having police “enforce” that policy.

Part of the process of identifying the key Issue here is to ask a few questions:

  1. Why a PR nightmare?
  2. What happened & What could have been done better to resole this Issue?
  3. Solution:  Analytical tools, Process modification, People

From our February e-newsletter on issues, “Only when the real root Issue is identified should you and your team begin the discussion phase.” What is the real Issue that United is facing?  I’ll suggest a few, but this list is by no means conclusive.

  1. Too much concern for the bottom line that Wall Street requires (Data component)
  2. Too little concern for their paying customers (a direct conflict with their Vision)
  3. Faulty Process
  4. Process driving People, rather than People driving Process

Hopefully, Oscar Munoz, the CEO of United is going to give more than lip service when he states his apology for ‘re-accommodating’ passengers. What happens over the next few weeks will be telling as to how seriously United takes this Issue.

What types of Issues are you facing within your company?  If you would like to have  an Issue Review Session with coach Thom Torode, click here to schedule.

Thom Torode is a NJ based Professional Executive & Business Coach and EOS Implementer. Having owned and operated over 5 different businesses he is currently the Managing Director for Sunrise Business Advisors.   Thom’s expertise includes working with those business owners who have plateaued getting them unstuck and back in growth mode. Additionally, Thom works with both franchisees and franchisors in helping them develop their leadership. Thom is also Director Consultant with BNI. When not helping business owners and their teams create the business and lives they want and need, he can be found following his kids activities.


The Key to Being a Great Visionary Leader

There are a variety of leadership skills out there, but visionary leaders are individuals who often receive the most success out of the endeavors.

Leadership Compass

Visionary Leader

These individuals can create and maintain a vision of a business and or organization that has not yet been created. This vision provides the owner with the will to work hard to achieve their goals, the passion to bring their vision to life, the creativity to adapt as times and technology advance, and the communication skills necessary to inspire their team and workforce to greatness.

Many people attempt to separate the creative process from the intellectual, but to be a truly great visionary leader, one must be able to think with both hemispheres of the brain. In order to effectively bring your creative ideas to life, one has to have the skills to apply this creative process to their whole organization. This individual will need the skills to bridge the creative with the intellectual while clearly articulating the value in their vision and empowering others to bring this idea to life. Having one or more of these skills allows the visionary leader to go after their creative endeavors in the most cost-efficient way.

While many tasks of the business process can be automated or delegated to other individuals, creativity cannot. These individuals are generally very charismatic and magnetic, providing them with the ability to manifest a vision, and delegate pieces of that vision to others. The goal of the visionary leader is to achieve company-wide adoption by planting the seed of an idea in the hearts and minds of others and watching the seed grow . This allows the visionary leader to hold on to the true picture without getting bogged down and losing their creative process. To do so, the visionary leader may set up an organizational structure or improve company hierarchy to ensure their vision is attainable.

Visionary leaders have a great talent for bringing out the best of people, and handling even the most challenging situations with grace and ease. This talent encourages all team members to rise up with a desire to pursue this vision and see it to fruition.

So how does one become a visionary leader? First you must begin to think like a leader. Practice visualizing and achieving goals in all areas of your life. Practice getting others excited about your vision and making them feel as though they are a part of something bigger and better.

It is also important to practice key leadership traits. Good leaders are:

Optimistic: Try to always look on the bright side of things, people should think of you as “that person who is never upset.”

Acceptance of Personal Responsibility: A good leader will not lay blame on others, complain or say “that isn’t my job” a great leader takes responsibility and performs a task to the best of their abilities.

Integrity: Having a strong since of integrity will earn the respect and admiration of others. Always tell the truth, and ensure you stick to a good sense of ethics and morals in all business dealings.

Communication Skills: Learn to enthusiastically communicate your thoughts and ideas. This shows confidence, and energy is infectious – which helps get others on board.

In the end, it does take a certain skill-set to be a visionary leader, but one does not have to be born with these skills. Keeping an open mind, and open heart and practicing good leadership skills in your daily life will naturally pave the way to becoming a visionary leader.

Sunrise Business Advisors is currently offering a limited number of Leadership Assessment Reviews, call 862-219-6890 now to schedule your review.

Thom Torode is an Executive & Business Coach based in New Jersey. He has owned multiple different types of businesses and is currently the Managing Director for Sunrise Business Advisors.  Additionally, Thom is a Director Consultant in the middle NJ region of BNI. When not helping business owners and their teams create the business and lives they want and need, he can be found following his kids activities.

Inspiring Greatness…Developing Success


We want American Leadership


“We Want American Leadership, “ said a member of a diplomatic delegation of a major U.S. ally. He said it softly, as if confiding he missed an old friend. For those looking for political pundits taking sides in what has … Continue reading

Stress Less Communication at Work – Success in 5.5 Steps!

What would your work day be like if you had Stress Less Communication at work? 

Think about this scenario:

You’re in the break room with a colleague, when he looks over and asks, “Do you always butter your bread that way?”

Ha, ha, you laugh. But inside, your story is going like this: Who does he think he is, Mr. Manners? What’s wrong with the way I butter my bread? Jerk. He’s always so critical.

learn to be stress-less

Freeze frame.

If something as minor as buttering bread can provoke such feelings of defensiveness, imagine what can happen with more important issues at work.

What happens, says Sharon Ellison, M.S., is essentially war. Ellison, founder of Powerful Non-Defensive Communication, teaches that the way we communicate with each other uses the same principles and tactics we would use in physical combat, based on the belief that we must protect ourselves by being defensive. As soon as we feel any threat, either of not getting what we want or of being harmed or put down in some way, we choose from among the three basic defensive war maneuvers: surrender, withdrawal or counterattack.

Stress Less communicaiton at work

The myth, says Ellison, is that defensiveness will protect us, that to be open is to be vulnerable and weak. On the contrary, it is being defensive that weakens us. If the people you work with can’t rely upon your keen assessment of your role in a given situation they won’t trust you as much.

In a corporate setting, defensiveness can result in power struggles and unnecessary, destructive conflicts. And if you are defensive with customers and clients, you are more likely to lose them.

While you’re busy defending yourself, there’s also not much room for meaningful contact with others. Nor can you learn from their feedback or from your own mistakes. Your defensiveness hurts you the most.

Despite clear advantages to non-defensiveness, the opposite is pervasive. Ellison estimates that we use 95% of our communications energy being defensive. She describes the six most common defensive reactions as follows:

Surrender-Betray. We give in but defend the person’s mistreatment of us, taking the blame ourselves.

Surrender-Sabotage. We cooperate outwardly but undermine the person in some way. Passive-aggressive behavior falls into this category.

Withdrawal-Escape. We avoid talking to someone by not answering, leaving the room or changing the subject.

Withdrawal-Entrap. We refuse to give information as a way to trap the other person into doing something inappropriate or making a mistake.

Counterattack-Justify. We let someone know she is wrong to be upset with us, explaining our own behavior and making excuses.

Counterattack-Blame. We attack or judge the other to defend ourselves.

To curb your own defensive reactions, consider these 5.5 steps to Stress Less Communication.

  1. If you feel criticized, rather than reacting or retreating, take a deep breath, tell yourself that it’s only feedback and just listen. You can correct the record later, if necessary.
  2. Consider if there is a kernel of truth in the criticism. If there is, acknowledge it and work to improve in that area. Your willingness to acknowledge when you’re wrong inspires colleagues, clients and management to feel confident in you.
  3. Realize that sometimes people’s criticisms are all about the “story” they have made up around a situation. Try not to take it personally or as your responsibility.
  4. When someone uses the words “always” and “never,” ignore those words and focus instead on the rest of the message.
  5. Listen for the (usually) hidden need expressed in a person’s complaint or anger, acknowledge the need, and then see whether there is something you can do to meet it. For instance, when a customer is complaining about your “defective” product, what he may need is to feel stable and secure, in this instance, to be able to rely upon your product. Address that need in a clear and compassionate manner and you regain not only his confidence, but his loyalty as well.

5.5 Call us for your leadership communication assessment for Stress Less Communication at work, NOW!

Changing how we communicate as individuals—learning that we can protect ourselves and have greater influence without using defensiveness—can not only dramatically shift our professional and personal relationships, but can also improve the bottom line.

Stress Less Communication at Work

Thom Torode is a professionally certified business and executive coach, he has also earned his MBA and has been the owner of over 5 business.  He is currently the managing director for Sunrise Capital Group, LLC and Inspirance, LLC.  We specialize in helping organization have stress-less communication. Additionally, Thom and his partner Jeff are co-principals for Actuate Performance a licensee for Elevate Your Leaders.  They are currently interviewing high performance managers for their next 12 month program. 

Call them at 862-219-6890 for an interview.

Author’s content used under license, © 2011 Claire Communications