Issues – Mark ODonnell Sue Hawkes Jill Young

With experience, the team got better at working the system and using the long-term list more effectively. “Sometimes the solution is simply to say, ‘We’re not doing this right now,’ and drop it into the 90-day list,” he said. Travis said an Issues List generates confidence that solutions can be found for any issue. “I like to say, ‘It’s not a problem if it’s an issue.’ Because once it’s on the Issues List, we can deal with it.” This points to a deeper layer of the tool—the capacity to see when there is an issue.

Travis sees this as a good indicator of a team member’s ability to “Get it” when it comes to their role. For example, neat work areas are a part of the culture at Catco. “If a leader walks by workstations that are a total mess and doesn’t even notice, that’s a Get-it problem,” Travis said. “They don’t see the issue as an issue— and that’s where trouble starts.”

In his experience, only two types of issues can truly bite a business. “One is the issue people do not have the courage to tell you about. The other is the one they don’t even realize exists.” The real question for leaders is what kind of culture they’re building. “If people aren’t raising their hands, you’ve got to ask: What is it about this place that makes them stay quiet?”

he said. Once an issue makes a list, IDS is a winning formula for solving it. Travis got a reminder of how much more productive meetings are with structure when he attended an external meeting about local economic development. “The only agenda was basically: sit around and talk about it,” he said. “It was brutal.” Travis had a similar experience during his time in the Air Force, where meetings often had the same problem: “The agenda was just to talk.”

It’s all a reminder of the drift that will happen in most meetings without a commitment to IDS. And even with Catco’s commitment to it, Travis said it still takes reminders and discipline to stay on track. “It’s easy for a good company to slip from IDS into D-D-D-D—just Discuss, Discuss, Discuss, Discuss.” The key is shared language. “When everyone understands that we’re here to Identify, Discuss, and Solve, we can rein it back in when people start to wander.”

OceanofPDF.com Time to take a breath and reorient. Because we are about to drill down to the heart of everything. The core of this book, yes. But also the central skill that separates great leaders and Leadership Teams from the average. The subject of this chapter is the pivot point that can permanently change the way problems, challenges, and opportunities are approached in any business.

“Issues is built on a proven model with clarity around the next steps to grow your business. The approach drives improved communications, creates a transparent organization, and builds the foundation for the most important result: growth.” —Rhoda Olsen, vice chair of the board of directors for Great Clips, Inc. “I’ve personally witnessed how Sue Hawkes’s guidance through the EOS process is beneficial and impactful, and with co-authors Mark O’Donnell and Jill Young, she expands on this careful and strategically sound approach in Issues. One of the most organized and insightful people I’ve ever met, Sue’s clear communication style makes learning this process even easier.”

—Merrilee Kick, founder and former CEO of BuzzBallz/Southern Champion LLC “Issues are the invisible friction that slows down greatness. In Issues, Hawkes, O’Donnell, and Young show you how to unleash the full potential in your team, making each day more effective and each quarter more profitable. Your human capital is your most valuable capital and Hawkes, O’Donnell, and Young’s wise words help you tap its full potential.”

—Lewis Schiff, chairman of the board of Birthing of Giants and author of Business Brilliant “Issues resolution has always been THE ISSUE! This book is a wonderful set of principles that (applied diligently!) can move any business forward.” —Andy Byma, president of Weather Shield Roofing Systems “Entrepreneurs don’t lack ambition; they get stuck in messy issues.

With decades of EOS wisdom, O’Donnell, Hawkes, and Young show you exactly how to work through them—quickly, decisively, and collaboratively—so your team grows stronger with every challenge. Consider this your guide to turning friction into fuel.” —Shannon Waller, author of The Team Success Handbook and Multiplication by Subtraction “Issues strips away the noise and shows what actually works.

O’Donnell, Hawkes, and Young offer a grounded, real-world system for solving problems quickly and running a healthier, more aligned organization.” —Camille Burns, CEO of the Women Presidents Organization “I’ve seen firsthand how EOS helps leaders across the roofing industry tackle challenges head-on. Issues brings that same clarity and energy, offering practical tools that transform frustration into momentum and growth.

This book reflects Hawkes, O’Donnell, and Young’s commitment to building high-trust teams and solving problems fast—an invaluable resource for any organization striving for greatness!” —Jon Gardner, senior leader of strategic partnerships and learning and development at Owens Corning “There is a reason that the Issues List takes 60 minutes of the weekly L10.

If a company can identify the key issues and quickly solve them, it is on the winning path. O’Donnell, Hawkes, and Young show you how to do that very thing.

This is a short excerpt from the opening of “” by Unknown, quoted for review and introduction purposes. All rights belong to the copyright holders.

Book Information

• Unique ID: e69b56b64910cb5a
• File Extension: .pdf
• File Size: 6,741,586 bytes (6.429 MB)
• Title: –
• Author: Unknown
• ISBN: 9781637748671, 9781637748688
• Pages: 171
• Language: English (en)

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• Total Words: 39,835
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