How EOS Can Help You Scale Without Burning Out — Insights from Harvey Yergin

by faye.eScale Smart, Grow Fast PodcastPosted on No Comments

How EOS Can Help You Scale Without Burning Out — Insights from Harvey Yergin

Growing a business without a clear operating system often leads to misalignment, frustration, and stalled progress. If you’ve ever felt like your business is running you instead of the other way around, you’re not alone.

In a recent episode of the Scale Smart Grow Fast podcast, host Harley Green sat down with Harvey Yergin, a certified EOS Implementer, Army veteran, and former D1 athlete, to break down how the Entrepreneurial Operating System (EOS) brings order, clarity, and growth to leadership teams across industries.

Preferred listening on the go? Catch the full podcast episode on Spotify and Apple Podcasts.

🚨 The Problem: Chaotic Growth Without Structure

Harvey shared his own experience running a real estate business that was scaling—but painfully. The team struggled with communication, profitability, and accountability. Like many business owners, he was pouring in time and energy without seeing sustainable results.

That’s when he discovered Traction—the foundational book for EOS. Within a few pages, everything clicked.

✅ What is EOS?

EOS (Entrepreneurial Operating System) is a proven framework for helping leadership teams align on a shared vision, build healthy team dynamics, and gain traction through disciplined execution.

According to Harvey, EOS helps businesses master three pillars:

  • Vision – Get everyone 100% on the same page with where you’re going and how to get there.
  • Traction – Instill accountability and discipline to actually execute on your vision.
  • Healthy – Build a cohesive, open, and trusting leadership team.

🔧 EOS Tools That Transform Teams

Here are two powerful tools Harvey recommends for any team implementing EOS:

  • The Accountability Chart – Not your traditional org chart. It’s about defining functions first, people second. This tool helps ensure everyone is in the right seat doing the right things.
  • Core Values – These guide hiring, firing, and daily decision-making. They ensure cultural alignment across your team.

Harvey also emphasized the Level 10 Meeting, a structured weekly meeting agenda that drastically improves team communication, problem-solving, and focus. If your meetings are painful or pointless, this is a game changer.

💥 Why Most Teams Struggle (and How EOS Helps)

According to Harvey, most leadership teams fail not because they lack strategy, but because they ignore the human side—team health. Trust, vulnerability, and openness are often overlooked, yet they’re essential for growth.

He also stressed the importance of consistency and rhythm. Even self-implementing teams lose steam over time, which is why EOS emphasizes a 90-day reset cadence to re-align and re-energize leadership.

🧠 Is EOS Right for You?

EOS is industry-agnostic. Whether you’re running a landscaping company, law firm, nonprofit, or tech startup—if you’re working with people and want to grow, EOS can help.

But it’s not for everyone.

You need to be:

  • Growth-minded
  • Willing to change
  • Open to outside perspective

👊 Final Takeaway

If you’re feeling stuck, overwhelmed, or unsure of your next move—you’re not alone. EOS gives you the tools to lead with confidence, align your team, and regain control of your business.

As Harvey puts it: “There’s no shame in needing help. The real strength is in seeking it.”

🔗 Related Links:

  • Learn More About EOS
  • Contact Harvey:

Book a free discovery call with Workergenix to get the support you need to fully implement EOS and stay focused on growth. Our Ultimate Executive Assistants handle the details so you can lead with clarity and traction.

Like what you read? Get weekly insights on scaling, efficiency, and profitability—straight to your inbox. Click here to subscribe.

Transcript:

Harley Green:

Hey everybody, welcome back to the Scale Smart Grow Fast podcast. Growing a business without a proven operating system often leads to misalignment, burnout, and stalled progress. In this episode, Harvey Yergin, certified EOS implementer, Army veteran, and former D1 athlete, shares how he helps leadership teams gain clarity, traction, and team health using the Entrepreneurial Operating System. With a background spanning real estate investing, military logistics, and entrepreneurial leadership, Harvey’s going to unpack the core EOS tools that help businesses align vision, empower people, and achieve results without the chaos. Harvey, how are you doing?

Harvey Yergin:

I’m good man, thanks for having me.

Harley Green:

Yeah, thanks for being on the show with us today. Now you’ve lived many lives—from being a D1 athlete, a military leader, entrepreneur, and EOS implementer. What drew you to helping leadership teams align and grow through EOS?

Harvey Yergin:

It’s fun. It’s really fulfilling and it seems like I have an innate set of skills that make me naturally good at it, which makes me pretty fortunate to have discovered something that aligns my skills with impact. Most of the business owners and leadership teams I work with are struggling in some capacity. Maybe they’re doing well and want to do better. Maybe they aren’t doing well and want to do a lot better. I empathize with that because as a business owner and team leader, I’ve been a part of successful teams and also know what it’s like to feel lost and in need of help. I know how that feels and how it feels to get clarity and when things start clicking. That’s what I want to do for people—with the help of the EOS tools.

Harley Green:

Tell us a bit more about how you got introduced to EOS. Were you on a team that was struggling?

Harvey Yergin:

I was running a real estate business. We were flipping houses in pretty good volume. It was my first real business with a team, and I wasn’t very good at it. We were struggling to make a profit, struggling to feel like we were making progress without pouring in more time and effort. Team dynamics were lousy. I was lucky enough to be handed the book “Traction,” which EOS is based on. I finally put aside my pride and cracked it open. Within the first nine pages, it felt like the book was speaking directly to me. I started to implement the tools in my business, and the rest is history.

Harley Green:

That’s similar to my experience. I remember being on a cruise where “Traction” was recommended. I used my morning workout time to listen to the audiobook. It was incredibly powerful. I took notes, and when we got back, I immediately started implementing those things. It’s been a game changer. So, I’m excited for you to share some top recommendations from EOS. Maybe people can relate to how you were feeling—stuck in the day-to-day, with teams not performing or being profitable. How does EOS help regain clarity and focus on what really matters?

Harvey Yergin:

Clarity and focus are often second-tier symptoms. The root frustrations are that business leaders aren’t generating the kind of revenue or profit they want, they’re working more in the business than they want to—whether in hours or mental energy. They’ve tried multiple things and none have stuck. They’re frustrated with their team. They might say, “nobody wants to work these days” or “it’s hard to find talent.” If you’re experiencing those things, getting clarity and focus through EOS tools can solve them. At the highest level, EOS is about getting vision, traction, and healthy. Vision means getting your team on the same page with where you’re going and how you plan to get there. Traction is about instilling real accountability and discipline. Healthy means building teams that are open, honest, vulnerable, and enjoy working together. If you don’t have that, your team will fray.

Harley Green:

Of the three pillars—vision, traction, and healthy teams—is there one that’s hardest to get right or most often overlooked?

Harvey Yergin:

Healthy, by far. People tend to focus on the “how” of business—process, strategy, tactics. There’s not enough focus on building and maintaining a healthy, cohesive team. You can do everything else right and still fail if your team isn’t built on trust. Books like “The Five Dysfunctions of a Team” start with trust for a reason. Ignoring this is often a team’s downfall.

Harley Green:

What are some recommended tools or starting points in EOS to ensure teams have the right people and accountability?

Harvey Yergin:

Two tools: the Accountability Chart and Core Values. The Accountability Chart is the first tool we use with every team. It’s structure first, people second. Most teams build their structure around who’s already there—which doesn’t work. You need to define the functions and roles your business needs over the next 6–12 months, and then assess if your people are the right fit for those seats. Core Values are on the Vision/Traction Organizer. They define the behaviors your organization values and lives by. Use them to attract the right people and repel the wrong ones. When both tools are in place, you get the right people in the right seats.

Harley Green:

Awesome. As people go through this, what are some of the biggest blind spots leadership teams have when setting up EOS?

Harvey Yergin:

Blind spots are common. The biggest stumbling block is an unwillingness to change. EOS is a new way of doing things, and if you’re resistant to change, it won’t work. EOS is for entrepreneurial teams—growth-minded and open to being honest and vulnerable. That can be scary. But holding on to old habits is often what keeps teams stuck.

Harley Green:

Are there mindset shifts or strategies that help people embrace change when starting EOS?

Harvey Yergin:

Honestly, if you have the tools and still can’t change, you may want to talk to a personal development coach or therapist. There’s often a deeper reason behind that resistance. Having an objective third party like an EOS Implementer helps. They’ll call out when your actions don’t align with your goals. Without that external input, you just get stuck in your own loop.

Harley Green:

Speaking of alignment—what EOS tools help with improving communication and meetings?

Harvey Yergin:

The Level 10 Meeting Agenda. Meetings often suck—unproductive, boring, nothing gets done. The L10 is structured to help teams actually make decisions, move forward, and connect. It’s one of the best tools for communication and results.

Harley Green:

We implemented L10 meetings in our business—it was night and day. We saved 15 minutes off our weekly leadership meetings. Team ratings went from 3s to 8s or 9s. Everyone communicates better now. Huge fan of the L10.

Switching gears—does EOS work better for certain industries?

Harvey Yergin:

EOS is industry agnostic. I’ve worked with construction, landscaping, trucking, attorneys, a baseball team, accountants, doctors, nonprofits—you name it. If you have a team, EOS can work for you. You just need to be willing to grow and change. The tools work for businesses of one, but things click more easily once you have 10+ employees.

Harley Green:

Do companies ever lose momentum after getting started with EOS?

Harvey Yergin:

Definitely. Especially self-implementing teams. You start strong, then life gets busy. That’s why EOS is designed around a 90-day world. Every 90 days, you reconnect, refocus, and re-energize. After the initial setup, I meet with teams quarterly. They always come in frazzled—and always leave fired up.

Harley Green:

That’s a universal truth, even Gino Wickman talked about it. As we wrap up, what’s one piece of advice for leaders who want freedom without losing control?

Harvey Yergin:

I get what you’re feeling—worried you’re messing things up, questioning your decisions, maybe even scared to ask for help. Just know there are thousands of us out there who’ve felt the same. You’re not alone. Whether it’s EOS Implementers, other leaders, or business owners, support is out there. Don’t be afraid to reach for it.

Harley Green:

That’s excellent advice. Harvey, thank you so much for sharing these insights. If people want to connect or learn more about EOS, how can they reach you?

Harvey Yergin:

Go to eosworldwide.com or check out the book “Traction.” If you want to connect directly, email me at .

Harley Green:

Thanks again. If you got value from this episode, hit like and subscribe so you don’t miss future strategies to help you scale smarter. Share it with someone who needs to hear it, and if you’re on a podcast platform, leave a quick rating. It helps us reach more leaders like you. Thanks for tuning in—we’ll see you in the next one.

How to Turn Marketing Into a Measurable Growth Engine — Insights from Laura Patterson

by faye.eScale Smart, Grow Fast PodcastPosted on Comments are Disabled

How to Turn Marketing Into a Measurable Growth Engine — Insights from Laura Patterson

Marketing that’s busy but not strategic is one of the fastest ways to burn time, budget, and opportunity. In a recent Scale Smart, Grow Fast episode, Laura Patterson, President of Vision Edge Marketing and creator of the Circle of Traction Framework, shared how leaders can align strategy, focus on customer value, and use data to drive measurable growth.

Preferred listening on the go? Catch the full podcast episode on Spotify and Apple Podcasts.

Start with the “Straight Line Test”

Laura’s quick diagnostic: open your marketing plan and draw a straight line from your business outcomes → objectives → programs → tactics → activities. If something doesn’t connect, it’s a “random act of marketing” — and it’s stealing your strategic capacity.

Keep the Focus on Customer Value

Growth begins with understanding:

  • Who your customers are
  • What they value and need
  • How you’re different from competitors

From there, align sales, marketing, and customer success teams around clear, customer-centric outcomes.

Data + Instinct = Better Decisions

Experience and gut matter, but data turns decisions into confident moves. Avoid drowning in metrics by first deciding what question you want the data to answer. Then focus on measures tied directly to outcomes — like product adoption, share of wallet, or footprint expansion.

Make Plans Dynamic, Not Static

Markets shift fast. Laura recommends monthly reviews to check performance against targets and adjust accordingly. Use dashboards to see what’s working, what’s not, and where to pivot.

Use Advisory Boards for Real Feedback

Customer and technical advisory boards give you direct insight into pain points, opportunities, and what your audience values most. That feedback fuels innovation and relevance.

Document Processes to Delegate Effectively

From email campaigns to webinars, every marketing activity has a process. Documenting these makes it easier to delegate tasks without losing quality or consistency.

Key Takeaway:
 Marketing becomes a growth engine when it’s aligned to business outcomes, rooted in customer value, and measured with discipline. Drop the random acts, focus your line, and review often.

Resources from Laura:

Schedule a discovery call to uncover how Workergenix can streamline your operations, free your time, and help you scale smarter without burning out.

Like what you read? Get weekly insights on scaling, efficiency, and profitability—straight to your inbox. Click here to subscribe.

Transcript

Harley Green: Hey everybody, welcome back to the Scale Smart Grow Fast podcast. Growth without direction often leads to wasted time, budget, and opportunity. In this episode, Laura Patterson, President of Vision Edge Marketing and creator of the Circle of Traction Framework, shares how leaders can align their strategies around customer value, streamline execution, and make smarter decisions using data. With over two decades of experience guiding hundreds of organizations, Laura is going to deliver a clear and actionable approach to turning marketing into a measurable growth engine. Laura, how are you? Thanks for being on the podcast.

Laura Patterson: Thank you for having me. I appreciate the opportunity to share my passion with your community.

Harley Green: Tell us a bit more about what brought you to being President of Vision Edge.

Laura Patterson: I won’t spend too much time there because I’d like to make sure we spend more time on things that will be helpful and actionable for your community. If you wind the clock back just a little bit, I’m in Austin, Texas. In 1999, if you could spell marketing, you could get a job. I’d been in Austin since 1982 after working for several companies, predominantly in very early stage technology. The product I was marketing, selling, and servicing ran on a Wang 2200. I was brought here by Motorola to help bring up a new organization and business line involving marketing operations, communication, and customer acquisition.

I spent the next 14 years inside Motorola and then left to go back into software. When my phone rang many times with people wanting help with strategic and product marketing and customer acquisition and retention, it was an opportunity to jump from the frying pan to the fire and start my own firm. That was the impetus and catalyst for Vision Edge Marketing, and we’ve been at it ever since.

Harley Green: Love it. Now, tell us more about the Circle of Traction Framework. How did that come about and what is it for?

Laura Patterson: The Circle of Traction has been around since the very beginning of our company. Many of our customers have used what we call “the wheel” to make sure they have the right starting point, end point, and all the things needed to move the wheel and get traction in the marketplace. We have a book on it called Fast Track Your Business, which came from a long-time customer who brought us in at various companies to talk about leveraging the Circle of Traction. On my way out from one of those meetings, John said, “When are you going to put this in a book?” I told him probably not, having already written three books, but eventually we did. The book takes everyone through each node in the Circle of Traction with actionable guidance at every step so anyone aiming to accelerate market growth with a customer-centric approach has a framework to do so.

Harley Green: You’ve worked with a ton of companies. What’s the most common reason marketing becomes disconnected from actual business growth?

Laura Patterson: I love this question. Here’s a quick test: open your marketing plan. It’s probably in Excel or PowerPoint. Many think a list of things to do, dates, and a budget is a plan. We encourage a different view. Draw a straight line from the business result you want down through objectives, programs, tactics, and activities. If anything is off that line, we call those orphans or random acts, and they steal strategic capacity.

Every day, new things pop up and you might think you should do them. Ask where it fits on the line. If it doesn’t, it’s another random act that may not move the ball down the field. That’s a simple, practical test — and we can help you fix that.

Harley Green: These random acts can be the new shiny object — tech, pipeline, trends. How do you help people stay focused and avoid shiny object syndrome?

Laura Patterson: In marketing — and sales or customer success — ask: What business outcome will this activity help achieve? If you don’t know, it’s time to discuss. Second, what exactly will we do to achieve that outcome? Third, how will you know it worked?

In marketing, we’ve made things complicated with endless activity metrics — visits, clicks, downloads, shares — but we should be measuring impact on outcomes, not just activity.

Harley Green: Many leaders rely on experience and instinct. When does that fall short, and how does data fill the gap?

Laura Patterson: I’d never tell an experienced leader their gut is irrelevant. I use mine too. But we can make more confident, faster decisions when data supports our thinking. Without it, we might keep doing things that aren’t working. Data helps us streamline the thousands of decisions we make daily. The challenge isn’t lack of data — it’s finding actionable insights.

To leverage data, start with the question you want answered. Otherwise, you risk drowning in information.

Harley Green: In a busy organization, how do you decide which data points matter for growth versus noise?

Laura Patterson: It starts with defining what success looks like for your company. Most leaders start with revenue targets, maybe profit or margin. But marketers don’t market to “buckets of revenue” — we need specific outcomes like: how many new customers in which markets for which products, how many existing customers to retain, or how to grow share of wallet.

When outcomes are customer-centric, the right metrics reveal themselves — adoption rates, share of wallet, footprint expansion — and these can guide operational plans across sales, marketing, and product teams.

Harley Green: How does the Circle of Traction help maintain that customer-centric focus?

Laura Patterson: It starts with customer insights: Who they are, what’s important to them, their challenges, aspirations, current approach, and how you can help them do it better. This informs personas, buying journeys, and strategy — then execution.

Harley Green: As marketing grows, execution can get messy. When does it make sense to delegate tasks like reporting, research, or management to an assistant?

Laura Patterson: First, document your processes. If you want others to help — whether an executive assistant, VA, or vendor — they need clear steps. Every marketing activity, from emails to events, has a process. The more detailed your documentation, the easier it is to delegate effectively.

Harley Green: How do you keep alignment from marketing through to sales?

Laura Patterson: Without guidance, sales will do whatever it takes to make the number. Give them focus — which customers, why, and what to say. This makes them more efficient and effective, targeting the right doors to knock on.

Harley Green: You’re known for helping turn marketing into performance engines. What’s step one to making it measurable and accountable?

Laura Patterson: Tie everything to clear outcomes. I’m surprised how often marketers can’t name the three to five business outcomes they’re expected to impact. Too often, plans are just last year’s plan updated. Instead, consider current market trends, target segments, and how that impacts sales, product, and customer service.

Harley Green: Who should adjust marketing strategy in response to trends — executives or marketing leaders?

Laura Patterson: It depends on company size and talent. Smaller companies may rely on leadership or outside experts. Larger ones with seasoned marketing leaders can handle it internally.

Harley Green: How often should companies revisit their marketing plan?

Laura Patterson: Frequently, especially in times of flux. I recommend monthly reviews with dashboards showing what’s working, what’s not, and where to adjust.

Harley Green: What’s the biggest missed opportunity in gathering or acting on customer feedback?

Laura Patterson: Not having customer or technical advisory boards. These provide valuable insight and a give-and-take relationship that benefits both sides. They help you understand what customers truly value.

Harley Green: For a leader stuck in reactive marketing mode, what’s one action they can take this week toward a strategic, data-driven approach?

Laura Patterson: Start by reviewing your plan — or create one. Apply the Straight Line Test. Then ask questions with “customer” in them: Which customers are buying? How long do they stay? Which have left? This will shift your thinking.

Harley Green: How can people connect with you?

Laura Patterson: On LinkedIn, by email at , or through my book Fast Track Your Business. We also offer free downloads like the customer centricity worksheet at visionedgemarketing.com.

Harley Green: Thanks, Laura. And for those listening, if you got value from this episode, hit like and subscribe so you don’t miss future strategies to help you scale smarter. Share this episode with someone who could use it, and leave us a quick rating to help us reach more leaders.

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The Hidden Cost of Overworking High Performers—And How to Fix It

by Harley GreenBusiness Growth, Outsourcing, ProductivityPosted on Comments are Disabled

The Hidden Cost of Overworking High Performers—And How to Fix It

The High Performer Dilemma

High performers are the backbone of every successful organization. They drive innovation, ensure efficiency, and push the company forward.

But instead of focusing on high-impact work, too many of these top employees are bogged down by administrative tasks, leading to burnout, disengagement, and ultimately, turnover.

While many companies assume that competitive salaries and perks are enough to retain their best talent, they fail to recognize the true burden placed on these employees.

The Leadership Oversight

  • A high performer isn’t just a strong contributor—they are a growth multiplier.
  • When they are forced to handle tasks outside their expertise, it doesn’t just waste their time—it costs the company valuable opportunities, revenue, and strategic momentum.
  • Executives must ask themselves: Are we empowering our top talent to drive success, or are we burning them out with unnecessary work?

The Numbers Don’t Lie:

✅ 30-40% of a high performer’s time is spent on low-value tasks.
✅ Replacing a high performer costs 1.5-2x their salary in recruiting, training, and lost productivity.
✅ Burned-out employees are 2.6x more likely to seek new job opportunities.

Let’s break down the true financial impact of overworking high performers.

1. Escalated Employee Turnover Costs

Burnout is a primary driver of voluntary turnover, particularly among high performers who thrive in roles where they can make an impact.

The Cost of Replacing a High Performer

  • Replacing a single high-performing employee costs 1.5-2x their annual salary.
  • In specialized industries, this figure can climb to 3-4x their salary, factoring in recruitment fees, training, and lost productivity.
  • Losing just one key employee can disrupt team dynamics and create a ripple effect of disengagement.

📊 Real-World Example:
A leading tech company faced a 15% turnover rate among top engineers, resulting in $2M+ in recruitment and training costs. By addressing workload imbalances, they reduced turnover to 5% within a year (McKinsey).

2. Productivity Decline Due to Administrative Overload

High performers are valuable because of their expertise—yet many spend their time on repetitive, low-impact tasks.

Instead of closing deals, leading teams, or innovating, they are stuck in:
✅ Email chains 📩
✅ Scheduling meetings 📆
✅ Updating CRMs & admin tasks 📊

The Financial Impact

  • If a high performer earning $100K per year spends 30% of their time on admin work, that equals $30,000 per year in wasted productivity—per employee.
  • Across a company of 50 top performers, that’s $1.5M in lost output annually.

📊 Real-World Example:
A financial services firm discovered that senior analysts spent 25% of their time on admin tasks, leading to a 20% drop in client acquisition. By shifting these tasks, they saw a $500K increase in new revenue.

3. Stifled Innovation & Growth Opportunities

When high performers are overwhelmed with operational work, they lose the capacity to think strategically and drive innovation.

Competitive Disadvantage

  • Companies with high-burnout cultures see 35% fewer new product ideas and slower revenue growth.
  • Leaders unable to focus on strategy lead to delayed decision-making, causing missed market opportunities.

📊 Real-World Example:
A tech startup found that its founders spent 60% of their time on operations instead of product development. After implementing better delegation strategies, they saw 40% faster revenue growth.

4. Presenteeism: The Hidden Productivity Killer

Burnout doesn’t always lead to quitting—sometimes, employees mentally check out while still showing up.

Why Presenteeism Is More Expensive Than Absenteeism

  • Burned-out employees make more errors, take longer to complete tasks, and have lower creativity.
  • Companies lose 10x more money due to presenteeism than absenteeism.

📊 Real-World Example:
A manufacturing firm noticed a 15% increase in product defects when employee burnout peaked. By addressing workload issues, defect rates dropped by 25% within 6 months.

5. Recruitment & Training Costs

Recruiting and onboarding new employees is expensive, but constantly replacing high performers is financially devastating.

The Financial Drain of Turnover

  • Replacing an executive or high performer costs up to 400% of their salary.
  • The time to recruit and train new talent can take 6-12 months, delaying key projects and increasing team stress.

📊 Real-World Example:
A consulting firm faced $500K in project delays due to the departure of a key leader. By optimizing workloads, they cut turnover by 30% within a year.

6. Deterioration of Company Culture & Employee Morale

When high performers leave, company morale drops, team stability weakens, and leadership effectiveness declines.

Negative Ripple Effects

  • A culture of burnout leads to higher absenteeism, lower engagement, and poor leadership retention.
  • Teams that lose key players often suffer declines in collaboration and productivity.

📊 Real-World Example:
An advertising agency saw a 25% drop in employee satisfaction after multiple top creatives left. This led to client dissatisfaction and revenue loss.

The Harsh Reality: Your Competitors Are Fixing This

Companies that proactively address these challenges are scaling faster and retaining top talent.

They’re optimizing workloads, reducing burnout, and seeing a 20-30% productivity boost.

If you don’t fix this problem, your competitors will—and they’ll win the talent and market share you’re losing.

🔥 Want to fix this? We break down the full solution in The Executive’s Guide to Scaling High Performers—so you can retain top talent, boost productivity, and scale smarter.

📩 Get your free copy now → https://workergenix.com/scaling-high-performers-guide/