Resources to run a better business.

Did you know…AI is an expense? Many companies seem to have forgotten that in the race to be first in AI adoption. But the bill is coming due, as the big frontier AI companies are reducing subsidies and raising rates on their most popular products.

This session gives EO Boston members a practical framework for setting priorities that stick and cascading them across every level of the organization. Eric will break down OKRs (Objectives and Key Results), the goal-setting method behind Google, Amazon, and Spotify, and show exactly how to apply them inside a privately held business.

You know the saying, “nature abhors a vacuum?” It’s true in business as well. When there are gaps, something will come along to fill them. The problem is that too often, that something is me, or you. A leader who is committed, who has a lot of skin in the game, and who (maybe) thrives on anxiety. They don’t let the vacuum exist long enough for anyone else to come fill it. That’s called over functioning, and it’s a problem. Not just for you but also for your team.

Most business owners build their team by reacting. Someone leaves, you scramble. Someone's overwhelmed, you hire. The Role Map flips that. In this workshop, we walk through how to define the key roles your business actually needs, who should own each one, and what level of support makes sense right now versus down the road. We'll focus on one role you're dealing with today so you walk away with something you can use immediately.

If you missed last week’s post, I was on a boat. For 23 days. 2,500 miles up the Atlantic coast. It was either as incredible or as dangerous as you’re imagining. Now that I’ve had some time to process, there are tons of takeaways. Lessons I learned about myself. Lessons that are applicable to business. Lessons that I hope will be of benefit to you. Or at the very least, provide some entertaining anecdotes.

I’ve just returned from the adventure of a lifetime. A three-week trip, driving my powerboat from FL to MA. There are 2 versions of this story I could tell you. In one story, I’m in a steady, focused state for three straight weeks. I make a plan and stick to it. In another story, I’m in a state of constant stress for three straight weeks. This isn’t a piece about seeing the glass half-full. Both stories are real, and two things can be true.

I’ve worked with hundreds of companies, and almost every single one shares this problem.‍ (Can you guess? If you’ve been around a while, I bet you can guess what it is.)‍ Leads.

As a business leader, it’s important that you can tell the difference between a challenge and a problem. In many cases, they aren’t problems at all, just circumstances that the business has to deal with. It’s simply a time when we need to acknowledge: things will be hectic, maybe a little chaotic, for a while, and then they’ll get better.

You know how you learned about delegation way back when you were becoming an entrepreneur?‍ When you hold onto too much in your company, you run out of time. You start operating beyond your skill level.‍ And when you do that, you inadvertently stifle your own growth.‍ The solution is to bring in great leaders, senior leaders, who can take your vision and help you execute it.