Principles discussed: 10/10.
My recommendation: if you haven’t read Traction and didn’t love Traction, then don’t read this book.
This book is a business-fiction story. If you’re familiar with how “Built to Sell” is structured, then you’ll know exactly what this book is about. However, instead of following someone who is going through the process of selling their business, it follows people setting up a structured growth plan for their business.
I know the Myers-Briggs test is a bunch of pseudo-pop-psychology (or at least Vox tells me so), but as an ISTJ, I thrive on the logic behind systems. Taking the [unfortunately] amorphous, [sometimes] hazy vision of a company, and putting it through a system of checks, balances, and goals resonates.
The team at Search Scientists is currently working our way through a Traction-Inspired system.
Would Recommend: To leaders in business interested in injecting an organized system of issue handling in their companies. I would read through the book “Traction” by Gino Wickman before this book. There is a lot of vocabulary in this book that only makes sense in the context of Traction.
The book itself is quite dry. It is simply a fictional account of people going through business meetings. I read this to get some more perspective on the Traction System, and in that regard, this book was exactly what I was looking for.
My Notes for: Get A Grip: How to Get Everything You Want from Your Entrepreneurial Business
- This book is “Built to Sell” business-entertainment-fiction. I like it already.
- The book begins by talking about a business in disarray: The team doesn’t know the numbers, no one has a clear view of their contributions, no one is in touch with the vision, and the executive team has fallen to petty arguments.
- The leader of the company brings in Allan – who will help them implement the principles from the book “Traction”
- Allan’s big points
- Businesses have only three core functions
- Each core function needs a champion
- Sales & Marketing
- Businesses leadership teams need to focus the company 6 key components
- Vision: Does everyone know what the company stands for and where it’s headed?
- Data: Everyone gets a number
- Process: Documenting20% of the process to get 80% perfect
- People: Right people in the right seats
- Issues: Every business has issues, not all of them solve their issues
- Traction: Setting up quarterly goals and having level-10 meetings
- The book goes on, discussing how it used an organized, systematic approach to solving its issues to improve itself.