Second-Time CEO Buys a $30m Title Company

And it doesn't have to be standing over them and pointing at the sheet of paper, but just giving them that tool, meeting with them, talking to them about it changes the behavior of those folks and it changes the way the business performs. And so those are really the things that I'm talking about is that forward looking stuff, the guidance and the accountability.

It allows the business to operate not necessarily on its own, but it allows the people who are really doing the day to day work to know how they're supposed to be or what parameters they're supposed to stay within. And if they need to do something differently, then it's a conversation that they know, hey, I got to go talk to my boss or I have to go talk to Terry because we need two more people…

Yeah. In my prior company, we used kind of the full, full boat eos. We did it by the book, by the letter, and it worked well for us. I also was, was a rookie.

We, we also transitioned leadership over, over time there as well, in the same way we did here for Meridian, though, being the new guy, having a Team and largely folks who have been here for a long time. EOS was, it can be a rigid structure.

And that was probably one of the things I should have taken a little bit more time implementing in the company and really figured out that, hey, we can use a lot of these tools that EOS provides, but it doesn't have to be exactly the way that EOS says to do it. Do we have our KPIs? Yep. Do we have our regular cadence of meeting meetings?

Yes. Do we have our rocks? Yes. How we surface issues, can we, can we do it in, in a different way that that allows people to feel comfortable, but we know problems are getting solved. Open communication. So what I often tell people is, and I think it's the same situation when you're leading individuals, right?

We as leaders, we each have our own style. Style. But we can't expect our, our team to meet our style. I think that's a quick way to have a dysfunctional team.

I think we need to go meet our people where they're at and adapt our leadership to those individuals and to what works best for them. And you're going to get the most out of them. I think EOS is the same thing.

Take the pieces of it that work well for you and if it's the whole thing and if it's a rigid implementation, that's great. But if it's not, there's still a lot of great tools sitting inside of it. The number of businesses that you probably talk to where they don't have a long term plan or maybe they have an idea where they want to go, but they don't know how to go from today to three years down…

And that's one of the great things about Eos is, hey, I want to be here as a business in three years, but to get there, I need to be here in one year. To be here in one year, I know I got to do these things in each of the quarters going forward.

And so you can still use those tools, but sometimes the meeting cadence can be a little rigid or the structure of your quarterly meeting meetings maybe doesn't work well for the personalities and that's fine. But get to the core, core tenants, right?