Business Insights with Ryan: Success, Action, and Transformation | Ryan Charterina | Ep 139

Debra Chantry-Taylor  00:00

Welcome to the Better Business better life Show. I’m your podcast host, Debra Chantry-Taylor. In this podcast, I interview business owners, iOS implementers, and business experts who share with you their experiences, tips and tools to help you create not only a better business but also a better life. At the end of each show, you will have three tips or tools that I get share that you can implement immediately into your life. If you want more information or want to get in contact, you can visit my website, Debra dot coach, that’s D B ra dot Coach, please enjoy the show. And I am joined today by Ryan chat arena who is not only a professional EOS implementer. But he actually ran EOS in his business for a number of years with an implementer before he became an implementer himself. So I’m really looking forward to hearing his story. Welcome to the show, Ryan,

Ryan Charterina  00:49

Happy to be here it is 8:40pm here on a Friday night and we’re live in the Eos life.

Debra Chantry-Taylor  00:58

Right, what else would you rather be doing on a Friday evening than doggy does somebody on the other side of the world? School hey, look, I really appreciate you taking the time out from your Friday evening. So you’ve got quite an interesting story. Because as with most of us, implementers, you have actually had some experience of Eos in your business. But you You did actually use an implementer in the business to implement us, why don’t you tell us a little bit about your journey to where you’ve got to today, you know what you were doing before you became an EOS implementer. And perhaps you know, the things you’re most proud of?

Ryan Charterina  01:31

Yeah, so right off the bat, I’ll start you know, right from my childhood, because I think it really ties into the overall story. You know, my dad and your blue collar family, dad’s truck driver, you know, mom’s raising me and my sister. And I just see my dad just, you know, beat himself into the ground, you know, every single week, week in week out working 7080 hours a week. And you know, as a kid growing up, you’re like, you know, it’s hard to imagine like is this really all life is like, you’re just gonna do that until, you know, you retire. And then then you can have fun like, him. So as I grew up, I, I started looking for different alternatives of like, there’s got to be a better way. And, you know, constantly My parents kept talking about, hey, like, you know, there are other alternatives, but they weren’t willing to take the risk to really do that they weren’t in a position to be able to do that. But they gave me the opportunity to be able to do that. So, you know, always went to the best schools, we didn’t have much money, but they were going to put me into the best of the best that I can really surround myself with the best people, people that wanted more out of life. So, you know, that tied right into my career, went right into electrical sales, like technical sales. And, you know, worked in that for like, five years. And at some point, it was more or less like, it was lacking the impact. You know, I could have stayed there for the rest of my career, but it just wasn’t fulfilling for me anymore. And that’s when I met my wife. And I moved back to New Jersey, and started pursuing more, you know, I wanted more out of my life and just to leave more of an impact. So that’s when, you know, I came across this the electrical prefab company, and we all partnered up, got together and took this to the New York City Market. They had an electrical contractor relationship that we were kind of testing this out on. And then after that, we decided let’s take this to the market, and it exploded very quickly, in a short period of time.

Debra Chantry-Taylor  03:44

Okay, great. So what exploded Talk Talk, talk to me about that. Tell me about what it meant. So you started off trialing it with a particular business took it to the market? What does that look like?

Ryan Charterina  03:57

So the electrical contractor was a high rise electrical contractor, so they were building high rises in the city. And so they ran into an issue with labor, I couldn’t find enough people couldn’t find enough qualified people. And then they couldn’t finish their jobs fast enough for the developers to like, list the property for for rent and get it you know, get their money coming in. So this prefab alternative came, came to mind and just started iterating on it on basically everything, all the assemblies for a given apartment would be completely prefabricated to the point where all we had to do is mount a given assembly right to a stud. And it became like an Ikea set for building a high rise

Debra Chantry-Taylor  04:44

In an apartment. I love that analogy. Okay. And

Ryan Charterina  04:47T

That’s like the only way I can describe it because that’s, that’s really what it became. And so you know, the need for skilled labor on the job site and the need for a Um, the need for the amount of labor on the jobsite was not as high. Because we were basically doing that in our shop. So it allowed them to then go get more projects. And then as that happened, we started getting better and better at it. We took it to other contractors that were also in that space. And, you know, one project we perform, and that was it.

Debra Chantry-Taylor  05:27

That was it took off. And so what what did that growth look like for you as a business? So in the beginning, there was you? And was there anybody else in the business at that point? Yeah. So

Ryan Charterina  05:36

I got brought in, because, like, the timing of me getting brought in was after, and then we all work together to bring it to the market. So they had been working on this, but it wasn’t really like a full business. Actually, it definitely wasn’t a full business. So there’s probably 1010 ish people when I came in. And then two years later, we were at 55 people, we had the 15, offshore drafters and, you know, ready for more. So it was it was, it was a lot to handle in a short period of time. And that concept of hitting the ceiling was very real, both emotionally and physically, because there’s a lot of changes happening in a short period of time.

Debra Chantry-Taylor  06:29

Yeah, I always talk about that. Yeah, the EOS works for those people who have kind of just been growing kind of naturally organically and filling getting again getting stuck. But most importantly, for those that are growing really fast, where perhaps the wheels are falling off, because growth Vasco sounds fantastic, right? But it’s not actually all that easy, is it?

Ryan Charterina  06:46

It’s with ELS, it becomes way more manageable without ELS, I, I swear we would have completely flopped, I don’t think we would have been able to maintain it, because we would have been looking out six months, you know, we were going to early trying to keep afloat, let alone, you know, look out six months to a year, we never would have done that without EOS. It’s just the reality of it

Debra Chantry-Taylor  07:11

To you to pretty much just fighting fires and kind of trying to keep going, as opposed to focus on what the long term actually look like.

Ryan Charterina  07:18

And we were you know, we’re bringing in business as quickly as we could. And, you know, when we have the people there to bring in, the materials to buy, we had it all ready to go, it was more or less like, Hey, bring the customers in. And as that started happening, it became a well quality starting to sink. And so we had to adapt to, you know, hey, we’ll watch quality falling down and you know, quality falls down, we may lose the second opportunity for a new customer. So it all tied together. And, you know, I think we did a really good job of, you know, moving the needle forward as as fast as it grew. So,

Debra Chantry-Taylor  08:01

So awesome. So how did you how did the company come across the US? Like, what was it that even prompted the business to think about doing something different? Because it’s very easy to get caught up in that fighting fires day to day stuff? And not look for help? And just go oh, we’ll manage?

Ryan Charterina  08:16

Yeah, so the electrical contractor, they, they were running on EOS prior. So they were running on EOS for years in, in Brooklyn. So but Sui, actually, I believe he sold his company to the electrical contractor, and then he worked himself out of that as well and then implemented for them. And then, you know, also implemented for the prefab company. So, you know, the combination, they had familiarity with it, this company wasn’t really fully set up yet. And so, you know, I think one of the rocks is like, hey, let’s bring someone on to like take this out to the market. And so it was like a perfect, perfect partnership is that it? Just the timing was perfect.

Debra Chantry-Taylor  09:06

Yeah. Excellent. And so you know, in terms of some of the challenges that you were facing, can you share some of those with us and tell us how EOS actually helped you with those challenges in the business?

Ryan Charterina  09:18

The most specific challenge that I can think of is just bringing on thinking bigger, one of the one of the moments, the most pivotal moments that that allowed us to get to that growth was the offshore drafting company. So right off the bat. So basically, we’re we’re designing these shop drawings for the people in on the jobsite for them to read and say, Hey, all right, well, this is how we install this. And this is where we put this, this and this. Now in order for us to do that, you know, we need people to draft those drawings. So we originally tried to hire an engineer, you know, on site. It’s funny, you know, you laugh because it is almost impossible to find someone in New Jersey where we were at an affordable rate. So, you know, we exhausted that option. But I think what really resonated with the team is that we said, hey, for us to go here in the long term, how are we going to get there? And, you know, we all thought were like, well, we can’t, we’re not gonna be able to hire 10 engineers, we can’t even hire one. So that that immediately was like a mindset shift, where in order to get to that goal, we have to do things way differently. And I think it kind of ties into the Ben Hardy book of 10x is easier than 2x. Because we didn’t have that option. You know, when we were going there, there was only like two or three paths to take. And, you know, even the drafting company had a hard time keeping up with us. I mean, we brought on 15 of them within, like a year and a half. I mean, it was, you know, they had to go find the people when they had to go train all those people. But that was off our backs, which was huge for us, we got to focus more on the product side, and then just managing and measuring them to make sure that they were doing, you know what we needed, what we expected of them.

Debra Chantry-Taylor  11:18

Hmm, I think it’s absolutely true. And I love that I love the Ben Hardy and Dennis Sullivan book, but I’m, I’m British. So I’ve actually changed from 10x to 10 times. And it’s it’s like 10 times your thinking. And I think that’s what EOS does is it actually, it makes you think very, very differently. So rather than being stuck in the weeds, and fighting the fires, and just working out how you go from day to day, you are very, very focused on that 10 year target and what it looks like. And you know, that actually, that can’t be spreadsheet ID, right? It’s not that you can kind of go Oh, yes, we can get there by organic growth, you have to completely changed the way that you think in the business. So therefore, you’re still working on the day to day stuff in terms of measuring the data, we’ve got their measurables, we’re running our level 10 meetings, but you’re doing it with that end goal in mind of okay, this is where we’re headed, how are we going to get there.

Ryan Charterina  12:04

And, you know, we could have your right, we could have, you know, organically grown, and we would have struggled probably just as much, you know, the struggle would have been the same, the time that we spent would have been the same, but the result would have been wildly different. Because, you know, we wouldn’t have gotten to where we were where we were without thinking bigger and bigger. So that that is a prime example of Eos just forcing you to not only Eos, but also someone who’s a third party to your business. That is so huge. So that they you know, when you’re in it, you don’t realize what the things that come out of your mouth where you’re like, Oh, good point, you know, the end, just simple little things where, you know, like, we all lie to ourselves about, you know, how we’re doing when, you know, having a third party so that you can say, Hey, that’s not actually what is true. Is that a fact? And you know, that was huge for us? Especially me?

Debra Chantry-Taylor  13:08

Yeah, I think you’re absolutely right. I know that I have recently discovered that even though money is simpler than myself, I’m actually having another EOS implementer helped me with my business. Because you it’s really difficult when you’re working in it, it’s very, very easy to kind of con yourself instead of him telling you everything’s okay. So I’ve external party, I think actually helps you have those difficult conversations challenges you to think a wee bit differently. And we don’t tell people what to do as an implementer. But we are, we’re asking those questions that will actually make them go, Oh, yes. Okay, maybe I? Yeah, that’s not quite the truth, or it’s not quite what I should be looking at. So here, it’s an important factor. So do you think there was a favorite tool in EOS in that business? We’re gonna talk to you in a moment about the companies you’re working with now. But in terms of the you know, when you’re working in that business was rough favorite tool that in EOSC went that just literally changed everything for us?

Ryan Charterina  13:57

I mean, if it wasn’t the meeting policy was the accountability chart for me. I mean, especially especially when it gets to, you know, mid manager level and, and understanding who’s really accountable for what and trying to elevate the leadership team to focus on the bigger picture, and having the ability to delegate things down. I mean, I think they’re all so good. Like, you know, the scorecard. They’re all really good. But I would say for us, it was, we constantly revisited the accountability chart. And the meeting pause is really what kept us on track to make sure that every single week, you know, we were talking about the things that need to get talked about that week.

Debra Chantry-Taylor  14:40

So let’s just talk a little about the accountability charts, because those who have not heard of Eos, and particularly in this side of the world, there’s not a huge awareness of it. So the accountability chart is a unique kind of ers tool that talks about rather than organizational. You normally get what they call a structure chart where you’ve got you know, the title and the person who holds that thing, the accountability chart really takes you back to thinking about what are the main functions in your business? And what do you need. And each of those functions from an accountability perspective, and it talks to structure first people second, so but you just made a really interesting point, it’s like it actually allows the leadership team to be very, very focused on taking the business forward with the management team actually executing on that. So tell us a little bit about your experience, because you would have been introduced the accountability chart. At that point, what did your structure look like? And how did it change after you went through that exercise?

Ryan Charterina  15:30

I mean, right off the bat, we really only had a leadership team to start, and you know, a few people building parts and assemblies, so it wasn’t too much. And then as it progressed, I mean, you know, I think, in two years, you know, we added from 10, to like, 55 people in house plus the 15, drafters, if we weren’t constantly looking at the accountability chart, you know, a lot of people would just show up and not know what their job was, or not have any clue who’s taking what, and most importantly, you know, our head of operations, he would have completely burned out, you know, that’s where the, that’s where the bulk of the work was. And we’re in the process of kind of breaking that out, because it was a, a very, very detailed role. So we were like, about to break it out into like, operations, and then engineering. So then we’d have two different people in the leadership team, because it got to the point where, you know, he was just accountable for too much. But yeah, I mean, the accountability chart to, for someone like him, you know, where you’re getting a ton of work thrown at you constantly, because we had those aggressive goals, he, he had to adapt quickly. And he did a very good job of, you know, delegating quickly, because he almost had no choice. So he had to find a way to get the work done without it being on him. And the accountability chart was a really simple way for, for us to all just collectively sit down and think, How can we keep removing things off your plate? And who is able to fill really GW see the roles that and for all the people out there that aren’t familiar with PwC? People that get it more on it and have the capacity to do it? Who, what person or people underneath you? Can GW see those roles for you? It was a constant evolution. And like, you know, I’m sure most, or some US implementers would say it’s, you know, it’s like what cement, it’s going to change. It’s a constant evolution.

Debra Chantry-Taylor  17:42

And so that’s the the classic difference between that and an organizational chart and organizational chart generally kind of gets put out there, once it gets almost always set in stone, doesn’t it? And then that’s what we’re gonna do. Whereas the accountability chart, you know, we review it, sometimes every three months, in our fast growing companies, sometimes it’s every six months, but we’re always looking and saying, Hey, do we have the right structure, and it gives you a chance to see where you’re getting a person who’s overwhelmed, and then delegating down so that person can elevate up to what, where they add the most value in the business tense.

Ryan Charterina  18:10

I think that’s a great point, too, with being overwhelmed. That that happened constantly. Because at some point, you know, right off the bat pressures on on me to bring in new business. So you know, you call sales hit the ceiling, you have to bring in more work so that, you know, operations could then work. At some point that shifted, and those emotions started showing up in meetings, those emotions started showing up in just day to day conversations. And that’s when those signs are hitting the ceiling. And, you know, firsthand experience that where he was just, you know, he’s like, I hit the ceiling. And eventually, in an annual, he raised his hand after a lot of issues kept, you know, pointing back to operations, he was like, you know, I don’t want this role anymore, because we did GD GW see with each other, and he’s like, I don’t want this role anymore. We were like, What? What are we gonna do? And he’s like, I honestly would just prefer to be in that product, that senior project manager role. It’s what I like to do. It’s what I’m really good at. And, you know, we looked at each other, and we’re like, yeah, you’re right. So what does it look like? How does this move forward? And so we worked out a plan to really get him into that role, because that’s what he liked to do. He didn’t want to lead and manage people just wasn’t, wasn’t what he was good at, and didn’t Saudi enjoy it. But for him to be able to say that took a year. I mean, it was a year of ELS at that point where he was like, he finally felt comfortable coming out and saying like, and not being fearful that he would be out of a job. You know, like, that’s a pretty scary moment. For most people out there.

Debra Chantry-Taylor  20:01

It is fascinating, because I’ve had I’ve done this, obviously the number of companies as we go through this process, yeah, in the beginning can be a bit challenging because it’s working out, you know, who really isn’t the leadership team and who is. And I’ve actually had the classic situation where we had the converse. So we drew up the structure of the business without thinking about people, and very, very clear on what each of the roles were accountable for. And then this was a business been around for I think, about 30 odd years, and two of the employees have been there for over 20 years. And one was the sales guy, and one was the operations guy. And when we actually wrote up what the job was all about, and what the accountabilities were, they actually both said, I think I wanted to the other roles. And so the ops guy wanted to do the sales role and the sales goal or the ops role. And so we did the whole GW see went around the room did the, you know, the live performance review, if you like, and made sure that we that these people definitely did GW see the role, and they actually ended up switching. Now you don’t normally get that in an organization, right? Because you feel like you, you’re there, you’re doing this job, you have to stay in that job. But the beauty of always doing this accountability partner was looking at what the company needs, it gives people a chance like your ops guy to go, actually, I don’t want to be doing this role anymore. I I like the idea of this one or and that could be pulled down, it doesn’t really matter just means you actually getting people really working in I know, Dan calls it unique ability, I call it the zone of genius. Now, where do they really add the most value to the business and where they’re loving what they’re doing.

Ryan Charterina  21:25

It’s not it doesn’t even become like work. And that’s like, I think, you know, my generation between what I learned from my, my father, and and where I’m at now, you know, it’s just, there’s a, there’s a different generational ideology, where, you know, we my gender, and I’m speaking for my generation, so sorry. But I mean, for the most part, it’s, I want to be spending my time doing something that I love to do. If I don’t love what I do, I’m not going to do a great job at it either. So why not just do the thing that I’d like to do? Versus I’m going to work really hard. You know, because I have to, you know, that I think that paradigm is shifting. And I love it. And that’s why I you know, absolutely love us because it promotes that. And it promotes people, you know, not, you know, going to Monday morning meetings, where they’re like, Oh, I absolutely hate my job. You know, like, that’s not what life’s about, you know, there’s so much more to life than that. So that’s why, you know, I’ll talk about this all night.

Debra Chantry-Taylor  22:34

No, and I completely agree. And I think, because people don’t think certainly the business owners that should be loving what they’re doing, it’s going to be everybody in the business like, nobody should I actually get up on a Monday morning and go, I don’t want to go to work. Like there is a role for everybody in the business. And, you know, if it’s not in that company, it’ll be another company for you. But there is definitely a role where you will absolutely love what you’re doing and want to go to work every day and add huge value. So just by having the opportunity to kind of review that on a regular basis, I think is absolutely tantamount to what EOS is all about.

Ryan Charterina  23:06

I also think like, you know, companies, and specifically business owners who who really value the relationship of their employees, you know, if that person isn’t the person for their company, they’re not the right person, and maybe they’re not in the right seat, or vice versa, the business owner that’s able to help that person go find another job, or another place where they will be at home, or they will be comfortable. You know, I know a select few business owners that are like that. And they have everything that they ever wanted to achieve, because of those, those valuable and loving relationships. And that’s really what it comes down to. It’s just caring for someone else, and not just leaving them out, Hey, you’re fired. Cetyl like seeing a week, like I’ll never see, again, never talked to you like, you can do that. And obviously everyone’s different. But those are the business owners who I’ve seen, like, really have the most fulfilling lives. And also have people absolutely, you know, run through walls for them, because they genuinely care.

Debra Chantry-Taylor  24:13

Yeah, I actually have an old old business mentor, but our business boss, actually, that really helped me have a breakthrough in terms of moving away from what I thought I had to do, because that’s what I was trained to do. But even they didn’t enjoy it, to seeing what I actually really loved and questioning me and kind of going or why you continue to do that when it’s not really what you’d love. And I mean, that changed my entire career path. And I’m hugely grateful to Jeff for for doing that because it didn’t have to, but he could just see that I had potential in a different area. And that was it was life changing. So now I know that now so now you that you’ve moved on, you’re a professional iOS implementer that’s what you’re doing. And you’re working a lot I know with family businesses. So tell me a little bit about about how you now use what you learned and and the as tools to help with family visitors, that’s another dynamic altogether, isn’t it?

Ryan Charterina  25:04

Yeah. So mostly, and that kind of just happened, you know, a lot of, you know, my age group, or you’re in networking groups, or you come across people, and I just start talking to people. And sure enough, it’s just Oh, yeah, you know, family, I’m in a family business, or I’m in a family, like, it just kept happening. And I was like, Huh. But also on the blue collar side, because that’s also what I came from. But both are I mean, they’re, they’re different. Everything’s difficult. It’s a matter of at least just being open and honest. Asking the right questions. no sacred cows, you know, everyone is we are all people in the business and no one’s no one’s bigger than that. So it’s been very fun. Just working through these situations, because like, you know, families, family, but then also businesses business. So it’s like mixing the two is, you know, I’d love to hear your perspective on that as well. Because it’s, you know, it comes with its challenges. But at the same time, it’s you’re working with the people that you love, you know, they’re your family. So,

Debra Chantry-Taylor  26:10

Yeah, I’ve just been really interesting. I’ve been working with a client, they’ve got about 70 employees, which is a reasonable size for New Zealand business, because our small businesses are much smaller. And so 70 is a reasonable size. And they, before they came across the US, they’re both working in the business together. And they were always at each other’s throats. Because it turns out, one of them was a visionary one was an integrator, but they didn’t have the labels the box, the kind of the, the understanding of what that was. And so it was getting really personal. So as a husband and wife team knew that their business stuff was actually overflowing into their personal family life, because they were getting frustrated with each other and, and the way that they work together. And so when we started working with CEOs in the company, and we suddenly kind of, you know, did the accountability chart and said, Hey, there’s this role called the visionary. And we describe the typical visionary, you know, the bright shiny object syndrome, build the plane as you jump off the cliff and hope that it’s going to work out. And then we described the integrator being the person who wants to go now before we take off and fly, we’ll make sure the planes are ready to go. And they’re detail focus, Aurora. And that was funny because they it was like a light bulb went off. It’s like, ah, suddenly, it became not personal anymore. So now the Wi Fi was the integrator talk about the fact that her husband, who was the visionary is not still at being a pain in the ass. It’s just you at being a visionary. And that’s what visionaries do. And he on the converse side could kind of go, it’s not lucid as being you know, she’s always nagging me and always trying to get me to do it. It’s like, actually, Elisa just being an integrator. And that’s what she does. And that’s what she’s good at. And so, I think that EOS in a family business can help you take away some of that personal stuff. So it becomes about the real business and what’s going on the business. So that you can enjoy the family life in a different way. Because the business has got some structure around it, that’s been my experience, I’d love to hear yours.

Ryan Charterina  27:52

I really liked the the framework of the visionary integrator being it’s like a contract between the two of them on value. Because I feel like a lot of people in the business, you know, as a visionary, you’re like, without having eat prior to EOS. You know, if you’re a visionary, you’re like, Well, you know, all these things happen because of my big ideas. And then if you’re the integrator, like I literally do everything here and you don’t do anything. So what they don’t know that before EOS is even introduced. So having like, just like you said, having that label for the visionary and having that label for the integrator, it’s that, hey, we’re, we’re equal in terms of value, we both need each other. And so that kind of like, evens the playing field. And so I’ve noticed that even just talking to people about what EOS is. And, you know, I had a story the other day where, you know, a guy broke up with his partner in the business. And, you know, after introducing the visionary integrator, you know, scenario, he was, like, that’s exactly what we had. But we didn’t have a label for it. You know, it wasn’t understood that, hey, like, that’s the seat that you’re really good at. And this is the seat that I’m really good at. But we both need, all, like, we both need their seats filled. So I’m a real big fan of, you know, that that discovery, because it really just clarifies everything for you know, who really where the value is split in the organization.

Debra Chantry-Taylor  29:31

I think also from a family business perspective, you know, if you’ve got a multi generational family business, not just husband and wife, but you know, husband and wife and then maybe a son or a daughter. And it also again, that accountability chart can give some real, again, some structure that takes away the personal element and goes actually this is what the business really, really needs in order to function for the next six or 12 months. These are the kind of the main functions is what it actually needs. And then working through that GW see, again, it takes it away from being personal. So it’s not that you’re the aren’t or the daughter or the son but actually the is what the business needs? Do we have the right person to actually fill that seat? And if you’re not the right person for that, say, It’s okay, there’ll be another seat that you may or may not be right for. So, I don’t know, I just I always find that it is, it works you beautifully well, in every business, but in family business, particularly, it can just really help to alleviate a lot of that emotional or personal stuff in the business.

Ryan Charterina  30:21

One specific challenge that, that I’ve seen right now is, you know, family business, dad’s still in the business, in the sales, see, but the son and his wife have taken over as visionary integrator accountability has been difficult and also kind of leaking into other seats has been difficult. So there is not a clear like, hey, like, I mean, it is clear, but we’re working on that issue of, you don’t have to do everything anymore. And that’s, you know, it’s, that’s a very new concept for, for the Father. So, you know, totally understand, you know, after you’ve built a business for 30 plus years, you know, it’s hard to just, like, turn it off. You know, it’s like, it’s like a baby, you’re just handing over your baby, but you’re like, I want to make sure it’s okay. So, you know, that’s definitely been a challenge of like, Hey, you don’t have to do it all. Now. You know, we have this is a system, now we have a process, we have people in specific seats that are going to help execute that. And you know, we’re going to need you to trust them. So that’s definitely going to be a challenge. Definitely interested to hear more know if you’ve experienced something similar to that?

Debra Chantry-Taylor  31:45

Yeah, I mean, I’ve got a couple of businesses, I’m planning to myself, because the same sort of thing. It is, it is very difficult for the original founder to necessarily let go. But if you’ve got a really clearly defined structure and clearly defined accountabilities, then it is easier to see that the team, you will, when you start putting in the structure of then also level 10 meetings, it’s one of the most key key things is actually getting together on a weekly basis and having those discussions as a team, and then, you know, pushing things up or down the accountability chart, depending on where they naturally belong. So it isn’t, I mean, I think people think, Oh, if you having a leadership team meeting, and we’re all discussing all these things together is a decision by committee. No, it’s not. But it’s actually you know, we trust you fully to get on with your accountability according to the accountability job. But if you can’t deal with that issue, and you need to bring it up, we will help you the whole, the whole leadership team. And I think that gives the founder, some sense of, okay, now we have the system and the process, and you can see the capability of the people and go, Okay, I might be more inclined to let go, because I know this is actually working. Yeah, but it’s still it still takes time. If I’m honest. It still takes time.

Ryan Charterina  32:50

Yeah, I think it’s just great to introduce the concept. And you know, as the team grows, and and like, every team is different, you know, some teams are like, hey, right away, we’re done. Or, you know, there’ll be a little bit more patient, totally dependent on the team. You know, I may want it for them. But you know, not, I can’t want it more than they do.

Debra Chantry-Taylor  33:11

That’s exactly right. Yeah. It’s cool. Hey, um, I always ask all of our guests, you know, what their three top tips or tools are? And I’m sure that with both your experience of being an EOS implemented, but also having one in your business, what would you say your, your top three tips or tools are, they don’t have to be iOS related? But yeah, just the fact that you could share with the listeners that they could actually go away and do something sort of tangible with it.

Ryan Charterina  33:33

So I actually have this thought today, and glad you asked this, because I just had this thought in the car today. Where if, if you’re thinking about making some sort of investment in your business, and whether it’s learning, training, whatever, make sure it’s something that will make you take action. I can’t tell you and for me, personally, you know, I’ve purchased, you know, courses and all these different types of things and like, do it yourself, and you buy it, and then you don’t follow through with it. And, you know, that’s what ELS really, you know, I had to show up at the quarterly and I had to have my Wroxton. And I was gonna look at SFI and make sure and he was gonna look at me and that that human energy element is so powerful, that I finally realized it just hit me today, where it was like, when you invest in your business, whether it’s a person that’s going to make you take action, or you know, a thing, whatever it is, that makes you take action, invest in that. So that would be number one.

Debra Chantry-Taylor  34:42

And I’m giggling to myself, because I’ve actually got a folder of all the different courses and the coursework that I’ve bought that I’ve never actually got around to doing. So I do understand.

Ryan Charterina  34:49

And, you know, I’ve done it, we I think we’ve all done it, you know, we’re all like Oh, yeah, that’s me like I can do that and we never follow through with it. I would love to know the stats on it. What percentage of people actually follow through with all these courses.

Debra Chantry-Taylor  35:04

But anyway, I suspect it’s quite low.

Ryan Charterina  35:07

And like something that’s not only going to force you to take action, but it’s going to hold you accountable throughout the process. And that’s what I think EOS is like, the genius behind it is that, you know, obviously, every tool is so powerful, but that is really, you know, anybody can go implement ELS and get what they want out of their business. But what really makes sure that you get what you want from your business is that someone’s there holding your hand with you, and on the journey with you, and really helping you take action. So that’s number one for me. And two more, I don’t know, Don’t overanalyze things. I’m an eight out of 10 factfinder. So don’t do that.

Debra Chantry-Taylor  35:50

Oh, are you? Okay? I think my husband might be joining you in that sort of category as well. Yeah. So Don’t overanalyze, keep things, keep things simple.

Ryan Charterina  35:59

Go, you’ll figure it out. And the last one is surround yourself with people that that you want to grow up with, and that you want to continue to grow with. Between the all three of those, I mean, just make sure action is part of it, and you’ll figure it out.

Debra Chantry-Taylor  36:18

We always say though, as it were some points, you need three things to kind of really have a successful business successful life and you need a you need a coach, you need a system, and you need a peer community. And so you know, pick a system, we hope it CEOs get yourself a coach or accountability coach we have that’s an implementer. And then you have a peer group that will actually keep you motivated. And I think if you’ve got those three things, you’re going to build a much, much better business, which of course leads to a better life. I’m really curious, your father, obviously working all those hours, and when he was in business, is he enjoying retirement? Is he actually making the most of the time that he has?

Ryan Charterina  36:51

Free? So no, he, he’s still working to this day. And so he’s, yeah, so, you know, we didn’t grew up with much. So he’s still driving a truck. My goal in the next two years here is I want them to just not have to, to be concerned about money, they sacrificed everything for me. And that goes for, you know, their personal lives, friends, relationships, hobbies, they really gave it up for me and my sister, just to make sure we had a better life. So you know, that that really is my goal in the next two years to make sure that they don’t have to think about money anymore, and just enjoy the rest of their lives.

Debra Chantry-Taylor  37:34

Okay, great. I’m sure you’ll get there. So tell me, you, obviously are now a professional us implementer. Which means, you know, we have gone through the training you you attend to quarterly Qc is to make sure you’re mastering your tools all the time, you’re completely passionate about what you’re doing. If what what sort of people do you enjoy working with what’s your ideal client from that iOS implementation point of view?

Ryan Charterina  37:56

I mean, it’s typically the you know, the open minded, growth oriented, I don’t think it’s, I don’t think it’s possible to be successful CEOs without those two things. The third, and what I’m finding myself, surrounding myself with is that blue collar business owner, who, who really never thought it was possible to have a multimillion dollar business, you know, they’re at that verge where they’re like, either I get rid all my people and go just do high profit work, or lean into this and figure it out. Those are my people. There’s tons of people out there who, you know, who just went backwards, because it was just easier, rather than having something like Eos, and really, a how to work with those people and grow the business. Those are, those are 100% My people, and just breaking that, that mindset of, you know, I can’t do it. I love that. Yep.

Debra Chantry-Taylor  38:58

Yeah. And that’s that whole 10x or 10 times as I call it, to say, No, I really do truly believe that EOS will get you thinking in a very, very different way. And the sooner you start the process, the better as far as I’m concerned. Great. So right. If anybody wants to get in contact with you, what is the best way to get in contact with you?

Ryan Charterina  39:15

Yeah, I’m on social media, or obviously my email address, US website. So yep, any of those and more than happy to help anyone out there who’s just looking for more in their in their lives, and, obviously, in their business as well.

Debra Chantry-Taylor  39:32

No, thank you. We’ll make sure that those details are in the bottom of the podcast notes. Ryan, thank you so much for your time, particularly on a Friday evening. Really, really appreciate you’ve been very generous with your your sharing of knowledge and, and your time. So thank you.

Ryan Charterina  39:44

I’m happy to be here. Happy to talk about us on Friday night.

Debra Chantry-Taylor  39:50

I think it’s time for you to go and join your wife with your family now. But thank you so much for your time, and we’ll catch up again soon.

Ryan Charterina  39:54

Awesome. Thanks so much, Debra.

Debra Chantry-Taylor  39:56

Thank you. Thanks for listening to the podcast show. Better Business better life. My name is Debra Chantry-Taylor. I’m an EOS implementer family business advisor, business and leadership coach, podcaster and speaker. However, I’m also a business owner with several current business interests. I’m fortunate to have lived the high life with all the lifestyle, the toys, you name it, and then I’ve lost it all. Not only once, but twice in two spectacular train wrecks. I know what it’s like to experience the highs and lows. I came across EOS when they launch into New Zealand using my entrepreneurs playground at an event center in Parnell Auckland. I love the simplicity of the tools and their philosophies fitted my personal brand statement perfectly. The brilliance is in the simplicity. I’ve always been passionate about seeing entrepreneurs live the life they love. And now I help them live that EOS life doing what they love with people they love making a huge difference in the world being compensated appropriately and with time to pursue other passions. If you want more information or want to get in contact about using ELS and your business, you can visit my website at Deb Debra dot coach that’s dub dub dub Debra D B ra dot coach. Thanks for listening