Tuesday Email: EOS & Why it changed our business

Happy Tuesday!

Every Tuesday I'd like to offer strategies for the week ahead and a thought to fuel your action.

I was the chaos in my own business.

We've all had those moments where we think we're the solution, only to discover we're actually the problem. For entrepreneurs, this realization often presents itself disguised as a productivity issue when it's actually about something much deeper: the stories we tell ourselves about control.

Here's the counterintuitive truth: the more control you try to maintain over every detail of your business, the more chaos you actually create. I learned this the hard way in a conference room filled with fellow entrepreneurs, each sharing their quarterly progress with uncomfortable clarity.

Picture this: twelve business owners sitting around a minimalistic table, each presenting their company's direction with the kind of precision that made my stomach drop. "We're focusing on three key initiatives this quarter," one said, pulling up a clean slide with actual metrics. Another followed: "Our team knows exactly how their daily work connects to our five-year vision."

Then came my turn. I opened my laptop to a desktop cluttered with half-finished presentations, random notes, and seventeen different versions of our "strategy." The uncomfortable silence stretched as I realized I couldn't articulate where we were going beyond "growing the business." My team of six brilliant people had been drinking from a fire hose of my midnight ideas, each one feeling urgent to me but completely disconnected to them.

That's when someone mentioned a book called "Traction," and suddenly, I understood why my constant stream of "great ideas" felt like leadership but looked like chaos to everyone else.

The real insight isn't that entrepreneurs need better systems—it's that we need to recognize when our greatest strength becomes our biggest weakness. My ability to generate ideas was choking the very growth I was trying to create. Every new direction felt like progress to me but felt like whiplash to my team.

This is where the Entrepreneurial Operating System (EOS) became transformative, not because it was a perfect system but because it forced me to confront an uncomfortable truth: my team needed clarity more than they needed my next brilliant idea.

EOS created something I hadn't realized was missing—a common language. Suddenly, when I had a new idea at 2 AM, it had a place to live rather than becoming an immediate disruption. Our weekly meetings became focused conversations rather than idea dumps. Most importantly, my team could see how their daily work connected to a larger vision that remained consistent for longer than a week. The transformation wasn't immediate. For months, our L10 meetings felt forced and artificial. Team members would struggle to find "issues" to discuss, and I questioned whether we were overcomplicating things. But here's what I learned about systematic change: consistency matters more than perfection. Like a foundation that's never seen but supports everything above it, the process worked even when it felt unnecessary.

Think about the last time you felt like you had everything under control. Were you actually in control, or were you just the only one who understood the chaos? Sometimes, the most powerful thing a leader can do is admit that their natural instincts need a complementary system.

The real power of an operating system isn't efficiency—it's alignment. When everyone speaks the same language and works toward the same clearly defined goals, magic happens. Ideas flow better because they have structure. Execution improves because everyone understands their role in the bigger picture.

Here's what surprised me most: implementing EOS didn't limit my creativity or slow down our innovation. Instead, it amplified both by giving them direction and purpose. The same energy that once created chaos now drives focused progress.

Six years later, we've implemented this system across all our businesses, from six employees to over 115. The question isn't whether your business is big enough for an operating system—it's whether you're ready to stop being the bottleneck in your own growth.

Sometimes, the hardest thing about building something great is getting out of your own way. An operating system doesn't just organize your business; it organizes your impact as a leader. The chaos you think you're controlling might just be the order you haven't yet created.

The best is ahead!

-Matt