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Get A Grip: An Entrepreneurial Fable . . . Your Journey to Get Real, Get Simple, and Get Results
It's time to take your business to the next level.
Eileen Sharp and Vic Hightower were frustrated. After years of profitable, predictable growth, Swan Services was in a rut. Meetings were called and discussions held, but few decisions were made and even less got done. People were pointing fingers and assigning blame, but nothing happened to solve Swan's mounting problems. It felt as though they were working harder than ever but with less impact. The company Eileen and Vic had founded and built for 10 years was a different place. It just wasn't fun anymore.
Their story is not unusual. The challenges they were facing are common, predictable, and solvable. Get A Grip tells the story of how Swan Services resolves its issues by implementing the Entrepreneurial Operating System®. With the help of EOS, Eileen, Vic, and their leadership team master a set of managerial tools that allow them to get traction on their business, grow the business, and deliver better results for clients.
The story of Swan Services is a fable, but the Entrepreneurial Operating System® is very real and has helped thousands of businesses worldwide. A complete entrepreneurial toolkit, EOS has helped thousands of businesses get to where they want to be.
In Get A Grip , learn how Swan Services leaders learned to develop and commit to a clear vision, establish focus, build discipline, and create a healthier and more cohesive team.
With characters and situations created from collective business experiences and stories, Get A Grip is a fable that will ring true for entrepreneurial leaders the world over and guide them to get their companies on track.
Eileen Sharp and Vic Hightower were frustrated. After years of profitable, predictable growth, Swan Services was in a rut. Meetings were called and discussions held, but few decisions were made and even less got done. People were pointing fingers and assigning blame, but nothing happened to solve Swan's mounting problems. It felt as though they were working harder than ever but with less impact. The company Eileen and Vic had founded and built for 10 years was a different place. It just wasn't fun anymore.
Their story is not unusual. The challenges they were facing are common, predictable, and solvable. Get A Grip tells the story of how Swan Services resolves its issues by implementing the Entrepreneurial Operating System®. With the help of EOS, Eileen, Vic, and their leadership team master a set of managerial tools that allow them to get traction on their business, grow the business, and deliver better results for clients.
The story of Swan Services is a fable, but the Entrepreneurial Operating System® is very real and has helped thousands of businesses worldwide. A complete entrepreneurial toolkit, EOS has helped thousands of businesses get to where they want to be.
In Get A Grip , learn how Swan Services leaders learned to develop and commit to a clear vision, establish focus, build discipline, and create a healthier and more cohesive team.
With characters and situations created from collective business experiences and stories, Get A Grip is a fable that will ring true for entrepreneurial leaders the world over and guide them to get their companies on track.
320 pages, Hardcover
First published October 2, 2012
578 people are currently reading
2146 people want to read
About the author
Gino Wickman
28 books286 followersAn entrepreneur since the age of 21, Gino has always had an obsession for learning what makes businesses and entrepreneurs thrive.
At 25, Gino took over the family business, which was deeply in debt and in need of help. After turning the company around and running it for seven years, he and his partners successfully sold the company.
Gino then set out to help entrepreneurs and leaders get what they want from their businesses.
At 25, Gino took over the family business, which was deeply in debt and in need of help. After turning the company around and running it for seven years, he and his partners successfully sold the company.
Gino then set out to help entrepreneurs and leaders get what they want from their businesses.
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May 24, 2024
Absolute banger. My favorite part was when they bullied Carol off the team, then Eileen showed up to a subsequent meeting and said “Thank god we got rid of that bitch” and then Vic raised a glass of her blood and said “Hear, hear!” and Alan congratulated them all on a job well done. They rated that meeting a 9.
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October 12, 2025"Get a Grip: How to Get Everything You Want from Your Entrepreneurial Business" by Gino Wickman and Mike Paton offers a transformative look into how struggling companies can regain control, focus, and direction. Through the fictional story of Swan Services, a once-successful company that suddenly finds itself drowning in chaos, the book demonstrates how the Entrepreneurial Operating System (EOS) can turn frustration into clarity. The narrative approach makes complex organizational principles practical and deeply relatable, showing readers how to break through stagnation, rebuild leadership confidence, and cultivate lasting business health.
Swan Services, founded by partners Eileen and Vic, had enjoyed years of steady growth, reaching $7 million in revenue with loyal customers and a committed team. But success eventually turned sour. Growth flattened, clients left, and even the most dedicated employees began questioning their abilities. Meetings turned into endless discussions with no resolution, and the founders themselves began to clash. What had once been a thriving company started to unravel, revealing a painful truth: the same methods that create early success often become the very barriers that prevent further progress. For Swan, and for many real businesses, the problem wasn’t lack of effort - it was lack of structure.
The turning point arrived when the founders brought in an outside consultant named Alan, who introduced them to the Entrepreneurial Operating System, or EOS. Unlike conventional management theories or motivational slogans, EOS is built on six interlocking components that work together to simplify, align, and strengthen an organization. These components - Vision, People, Data, Issues, Process, and Traction - form the backbone of the system. When implemented properly, they replace confusion with clarity and transform overworked leaders into confident visionaries.
The Vision Component is the foundation, emphasizing alignment. Most organizations suffer from too many visions rather than too little - conflicting messages from leadership create confusion rather than unity. By defining a clear vision and ensuring everyone in the company shares it, leaders can give direction that drives all actions. The People Component addresses the human side of execution, insisting that having the 'right people in the right seats' is non-negotiable. This means hiring and retaining individuals who embody company values and excel in their roles, even if it requires painful decisions about letting go of talented but toxic employees.
The Data Component strips away opinions and emotional interpretations by boiling business performance down to a handful of key metrics. Instead of waiting for quarterly reports or relying on hunches, leaders track five to fifteen numbers that give a real-time snapshot of how the company is performing. The Issues Component provides a structured way to solve problems using the 'Identify, Discuss, Solve' method, which ensures meetings move beyond endless debates to genuine resolution. The Process Component encourages companies to document only their essential procedures - the 20 percent that drives 80 percent of their results - ensuring consistency without drowning in bureaucracy. Finally, the Traction Component turns lofty vision into concrete results through quarterly priorities called Rocks and disciplined weekly meetings that keep everyone focused and accountable.
As Swan Services began applying EOS, the leadership team discovered that their biggest barrier wasn’t external competition or market shifts - it was their own leadership dysfunction. Too many voices competed for control, priorities constantly shifted, and nobody felt fully accountable. Alan guided them through mastering five essential leadership abilities: Simplify, Delegate, Predict, Systemize, and Structure. Simplifying meant cutting through unnecessary complexity; Delegating meant trusting others to lead instead of micromanaging; Predicting involved distinguishing between short-term firefighting and long-term planning; Systemizing meant documenting processes that worked; and Structuring meant creating a clear organizational chart with one person accountable for each key area.
Within that structure, the company learned to balance visionary leadership with operational integration. Every strong business needs both a Visionary - the creative, big-picture thinker - and an Integrator - the grounded executor who ensures ideas become reality. Alongside them, core departments like Marketing, Sales, Operations, and Finance must each have a single accountable leader. This clear division of responsibility eliminated Swan’s confusion, finger-pointing, and duplication of effort. Once roles were defined, decisions became faster and communication more transparent.
A major part of Swan’s transformation came from redefining its vision and culture. Alan pushed the leadership team to get honest about their core values. Using a People Analyzer tool, they rated each team member against these values. This led to an uncomfortable but necessary realization: their CFO, Carol, though skilled, was toxic to the culture. Her arrogance and negativity clashed with the team’s evolving standards. The company finally codified its behavioral core values - 'Be humbly confident' and 'Do what you say' - which were simple, observable, and actionable. These values became hiring, firing, and performance benchmarks, replacing vague ideals with practical guidelines for behavior.
The leadership team also redefined their target market with precision. Rather than chasing every potential client, they narrowed their focus to a specific customer profile: IT directors at large companies in the Upper Midwest seeking strategic technology partners, not bargain vendors. This psychographic and geographic clarity sharpened marketing messages, improved lead quality, and boosted morale, as the team now pursued clients who truly valued their expertise. Swan further clarified its core focus - solving real problems with the right technology - allowing them to let go of distracting side projects that diluted their impact.
The lesson of Carol’s departure was painful but transformative. Many leaders hold onto problem employees too long, hoping they’ll change. But cultural misfits rarely do. After Carol’s exit, team morale improved dramatically. Swan instituted 'Same Page Meetings' to keep Eileen and Vic aligned, ensuring consistent messaging from the top. They also adopted quarterly 'Rocks' - three to seven key priorities for the next 90 days - to stay grounded in execution. Completing 80 percent of these Rocks proved far more valuable than pursuing dozens of unfinished goals. This quarterly rhythm became their heartbeat of accountability and focus.
The company’s new discipline extended beyond leadership. Swan started grading clients not just on revenue but on profitability and ease of relationship. They discovered that some high-paying customers actually cost the company more in stress and resources than they were worth. By adjusting pricing or parting ways with these clients, they improved both their financials and employee satisfaction. EOS taught them that not all revenue is good revenue - sustainability matters more than size.
As EOS principles took root, the company culture transformed. Meetings that once dragged on for hours now finished with clear resolutions. Employees who used to rely on the founders for every decision began taking ownership of outcomes. Eileen, once a burned-out entrepreneur working seventy-hour weeks, reclaimed her personal life, confident that her business could function without her constant supervision. The founders discovered the liberating truth that a well-run business doesn’t depend on heroic effort but on solid systems and shared accountability.
In the end, Swan Services evolved from a founder-dependent organization into a truly scalable enterprise. The same company that once teetered on collapse began exceeding revenue goals, delighting customers, and maintaining steady growth without chaos. Their story embodies what Wickman and Paton advocate throughout "Get a Grip": success comes from discipline, not desperation; from clarity, not charisma.
Ultimately, "Get a Grip: How to Get Everything You Want from Your Entrepreneurial Business" is not just about fixing broken companies - it’s about creating organizations that can thrive long after their founders step away. The book proves that freedom and structure are not opposites but partners. When vision, people, data, issues, process, and traction align, every part of a business moves in the same direction. Through the story of Swan Services, readers see that building a great company isn’t about working harder - it’s about working smarter, together, within a system designed to make success inevitable.
Swan Services, founded by partners Eileen and Vic, had enjoyed years of steady growth, reaching $7 million in revenue with loyal customers and a committed team. But success eventually turned sour. Growth flattened, clients left, and even the most dedicated employees began questioning their abilities. Meetings turned into endless discussions with no resolution, and the founders themselves began to clash. What had once been a thriving company started to unravel, revealing a painful truth: the same methods that create early success often become the very barriers that prevent further progress. For Swan, and for many real businesses, the problem wasn’t lack of effort - it was lack of structure.
The turning point arrived when the founders brought in an outside consultant named Alan, who introduced them to the Entrepreneurial Operating System, or EOS. Unlike conventional management theories or motivational slogans, EOS is built on six interlocking components that work together to simplify, align, and strengthen an organization. These components - Vision, People, Data, Issues, Process, and Traction - form the backbone of the system. When implemented properly, they replace confusion with clarity and transform overworked leaders into confident visionaries.
The Vision Component is the foundation, emphasizing alignment. Most organizations suffer from too many visions rather than too little - conflicting messages from leadership create confusion rather than unity. By defining a clear vision and ensuring everyone in the company shares it, leaders can give direction that drives all actions. The People Component addresses the human side of execution, insisting that having the 'right people in the right seats' is non-negotiable. This means hiring and retaining individuals who embody company values and excel in their roles, even if it requires painful decisions about letting go of talented but toxic employees.
The Data Component strips away opinions and emotional interpretations by boiling business performance down to a handful of key metrics. Instead of waiting for quarterly reports or relying on hunches, leaders track five to fifteen numbers that give a real-time snapshot of how the company is performing. The Issues Component provides a structured way to solve problems using the 'Identify, Discuss, Solve' method, which ensures meetings move beyond endless debates to genuine resolution. The Process Component encourages companies to document only their essential procedures - the 20 percent that drives 80 percent of their results - ensuring consistency without drowning in bureaucracy. Finally, the Traction Component turns lofty vision into concrete results through quarterly priorities called Rocks and disciplined weekly meetings that keep everyone focused and accountable.
As Swan Services began applying EOS, the leadership team discovered that their biggest barrier wasn’t external competition or market shifts - it was their own leadership dysfunction. Too many voices competed for control, priorities constantly shifted, and nobody felt fully accountable. Alan guided them through mastering five essential leadership abilities: Simplify, Delegate, Predict, Systemize, and Structure. Simplifying meant cutting through unnecessary complexity; Delegating meant trusting others to lead instead of micromanaging; Predicting involved distinguishing between short-term firefighting and long-term planning; Systemizing meant documenting processes that worked; and Structuring meant creating a clear organizational chart with one person accountable for each key area.
Within that structure, the company learned to balance visionary leadership with operational integration. Every strong business needs both a Visionary - the creative, big-picture thinker - and an Integrator - the grounded executor who ensures ideas become reality. Alongside them, core departments like Marketing, Sales, Operations, and Finance must each have a single accountable leader. This clear division of responsibility eliminated Swan’s confusion, finger-pointing, and duplication of effort. Once roles were defined, decisions became faster and communication more transparent.
A major part of Swan’s transformation came from redefining its vision and culture. Alan pushed the leadership team to get honest about their core values. Using a People Analyzer tool, they rated each team member against these values. This led to an uncomfortable but necessary realization: their CFO, Carol, though skilled, was toxic to the culture. Her arrogance and negativity clashed with the team’s evolving standards. The company finally codified its behavioral core values - 'Be humbly confident' and 'Do what you say' - which were simple, observable, and actionable. These values became hiring, firing, and performance benchmarks, replacing vague ideals with practical guidelines for behavior.
The leadership team also redefined their target market with precision. Rather than chasing every potential client, they narrowed their focus to a specific customer profile: IT directors at large companies in the Upper Midwest seeking strategic technology partners, not bargain vendors. This psychographic and geographic clarity sharpened marketing messages, improved lead quality, and boosted morale, as the team now pursued clients who truly valued their expertise. Swan further clarified its core focus - solving real problems with the right technology - allowing them to let go of distracting side projects that diluted their impact.
The lesson of Carol’s departure was painful but transformative. Many leaders hold onto problem employees too long, hoping they’ll change. But cultural misfits rarely do. After Carol’s exit, team morale improved dramatically. Swan instituted 'Same Page Meetings' to keep Eileen and Vic aligned, ensuring consistent messaging from the top. They also adopted quarterly 'Rocks' - three to seven key priorities for the next 90 days - to stay grounded in execution. Completing 80 percent of these Rocks proved far more valuable than pursuing dozens of unfinished goals. This quarterly rhythm became their heartbeat of accountability and focus.
The company’s new discipline extended beyond leadership. Swan started grading clients not just on revenue but on profitability and ease of relationship. They discovered that some high-paying customers actually cost the company more in stress and resources than they were worth. By adjusting pricing or parting ways with these clients, they improved both their financials and employee satisfaction. EOS taught them that not all revenue is good revenue - sustainability matters more than size.
As EOS principles took root, the company culture transformed. Meetings that once dragged on for hours now finished with clear resolutions. Employees who used to rely on the founders for every decision began taking ownership of outcomes. Eileen, once a burned-out entrepreneur working seventy-hour weeks, reclaimed her personal life, confident that her business could function without her constant supervision. The founders discovered the liberating truth that a well-run business doesn’t depend on heroic effort but on solid systems and shared accountability.
In the end, Swan Services evolved from a founder-dependent organization into a truly scalable enterprise. The same company that once teetered on collapse began exceeding revenue goals, delighting customers, and maintaining steady growth without chaos. Their story embodies what Wickman and Paton advocate throughout "Get a Grip": success comes from discipline, not desperation; from clarity, not charisma.
Ultimately, "Get a Grip: How to Get Everything You Want from Your Entrepreneurial Business" is not just about fixing broken companies - it’s about creating organizations that can thrive long after their founders step away. The book proves that freedom and structure are not opposites but partners. When vision, people, data, issues, process, and traction align, every part of a business moves in the same direction. Through the story of Swan Services, readers see that building a great company isn’t about working harder - it’s about working smarter, together, within a system designed to make success inevitable.
November 22, 2018
A business fable that follows the steps laid out in the book Traction. In the story, we are watching the business Swan Solutions struggle. They find their hero Alan who walks them down the 2-year journey to implement the Entrepreneurial Operating System (EOS).
The is a must read if you are a leader implementing EOS - or a leader struggling to get your business or team back on track to get better results.
The is a must read if you are a leader implementing EOS - or a leader struggling to get your business or team back on track to get better results.
July 29, 2024
Loved! Even though it was essentially everything I already knew about.. the story telling just itched my brain the right way. It really put all the tools and knowledge into perspective the way they’re supposed to be used/done. It makes everything make a little more sense and I love it for that!
December 5, 2019
An easy read that walks you through the EOS plan using an example of a company and it’s employees. Our company uses EOS and this is a great intro into learning about EOS and how it applies in the real world.
January 1, 2022
3.5 Stars
A good book for any business owners whose business has stalled and how to get the right staff in the right positions to help it to the next level. By using a fabled company it helps the reader to understand the examples given.
Worth the read
A good book for any business owners whose business has stalled and how to get the right staff in the right positions to help it to the next level. By using a fabled company it helps the reader to understand the examples given.
Worth the read
September 4, 2019
Meh. Another "how to run your business" book. As good as any I guess.
February 4, 2015
This seems very old-school at least for someone coming from a lean, progressive startup. The book uses the Socratic method to tell the story about a nondescript bureaucratic company being turned into a different bureaucratic company all through the eyes of a team of stereotypical management staff. The writing is elementary and trite. Everything is presented in 'See Jane run!' 'See Bill file a TPS report' style which comes off as dry and laughably contrived. It's the ABC After School Special of business methodology books and I wouldn't recommend it to anyone who was serious about treating their people with respect and improving their business.
August 30, 2017
Just more on the "book of Gino" series where traction is the answer to every problem in all businesses.
it's not a BAD book, it's just not good. I think the part that bugs me about most of the traction books is I have also read the source material he bases his stuff on, so everything just feels diluted and not distilled. I'm not a cliffs notes kind of person, I like full detail and to use the parts I want, where this takes a stab at telling me the best parts and at times I really disagree with it. And when I do disagree, I get frustrated as I know he's not delivering the whole lesson, just the part that fits his theory.
it's not a BAD book, it's just not good. I think the part that bugs me about most of the traction books is I have also read the source material he bases his stuff on, so everything just feels diluted and not distilled. I'm not a cliffs notes kind of person, I like full detail and to use the parts I want, where this takes a stab at telling me the best parts and at times I really disagree with it. And when I do disagree, I get frustrated as I know he's not delivering the whole lesson, just the part that fits his theory.
February 28, 2014
I am an entrepreneur and am always interested and learning from my peers and fellow entrepreneurs. Wickman and Paton wrote a great follow on to "Traction" demonstrate what it looks like to actually implement the Entrepreneurial Operating System (EOS) in your business through this fable.
If you want to know what if feels like to stand at the reigns of a high growth entrepreneurial business through the evolutionary and sometimes revolutionary periods that it takes to break through the ceiling you should read "Get a Grip."
If you want to know what if feels like to stand at the reigns of a high growth entrepreneurial business through the evolutionary and sometimes revolutionary periods that it takes to break through the ceiling you should read "Get a Grip."
December 31, 2016
You couldn't call it "well written," but it serves its purpose very well, which is a narrative form of how the EOS system works. It really helps Traction make more sense, and give context for how to get through the system. If you've read Traction and are seriously considering the EOS system, it's definitely worth your time to read it.
August 23, 2017
This is a good fable of the application of Gina's first book "Traction." If you haven't read it and you're in business for yourself, read it now. This talks through some of the problems with implementation of the Traction principles and helps you with the solutions. I love fables and learn better by reading through fables than any other way. Highly recommended.
August 13, 2018
I felt like this was a realistic approach to implementation of EOS. The situations are pretty real and the solutions and strategies employed to handle difficult situations were priceless. I'll be sharing...
October 11, 2025
TL;DR
When your company stalls, don’t blame your people—fix your systems. Wickman’s story-driven breakdown of the Entrepreneurial Operating System (EOS) shows how structure, clarity, and rhythm can turn chaos into calm growth.
Executive Summary
In Get a Grip, Gino Wickman (with co-author Mike Paton) uses a business parable about Swan Services to reveal how great companies hit ceilings not from lack of effort, but from lack of structure. Past success doesn’t guarantee future growth—and sometimes, what built your company can’t sustain it.
The book introduces the Entrepreneurial Operating System (EOS), built around six components that transform how organizations run:
1. Vision – Align everyone toward shared goals. Clarity beats charisma.
2. People – Get the right people in the right seats—values and roles must both fit.
3. Data – Replace opinions with a simple scorecard of 5–15 weekly metrics.
4. Issues – Use “Identify, Discuss, Solve” to tackle root causes, not symptoms.
5. Process – Document and simplify your handful of core processes for consistency.
6. Traction – Maintain focus through 90-day “Rocks” and structured weekly meetings.
The book also highlights five key leadership skills that help teams scale effectively:
• Simplify – Cut through the noise. Focus on what truly matters and let go of unnecessary complexity.
• Delegate – Build capable teams and trust them. Don’t be the bottleneck for every decision.
• Predict – Balance long-term vision with short-term awareness. Know where you’re headed and what needs attention today.
• Systemize – Document your core processes simply. Capture the few essential steps that drive most of your results.
• Structure – Design the right framework before filling it with people. Clear roles and accountability unlock growth.
Companies that master these skills break through growth ceilings. Those that don’t often stall as complexity overwhelms their leaders.
One of the most powerful takeaways from Get a Grip is how clearly it shows the cost of keeping cultural misfits. Hoping someone will “get it” rarely works—values misalignment doesn’t fix itself. Swan Services learned that documenting behavior, having direct conversations, and addressing issues quickly created space for the right people to thrive. Miss any one of those steps and you’re in trouble. The lesson is simple but vital: protect your culture, even when it’s uncomfortable. But don’t forget to treat people like humans, not objects. (See The Arbinger Institute’s Leadership and Self Deception and The Anatomy of Peace.)
Review
Get a Grip feels like a behind-the-scenes coaching session for business owners who’ve hit that frustrating middle stage: too big for intuition, too small for bureaucracy. The story of Swan Services makes these systems relatable—you see yourself in their struggles and in their slow transformation.
What I loved most was how clearly Wickman links healthy systems to healthy people. When communication improves, the right people thrive, and the wrong ones naturally move on. I especially appreciated the lessons on hiring and culture fit: don’t “hope” problem employees will change—build systems that attract the right ones in the first place.
As a leader, I found myself underlining principles I want to apply right away: creating a “90-day world” to regain focus, ranking clients (read: where I spend my time) by profitability and fit, and using behavioral core values that actually guide decisions. Sustainable growth, Wickman reminds us, comes from structure—not personal heroics.
Recommended For
• Entrepreneurs and small-business leaders feeling stuck or overwhelmed.
• Leadership teams who need a shared language for solving recurring problems.
• Managers who want to shift from firefighting to forward planning.
If you want to spend less time putting out fires and more time building something that lasts, Get a Grip offers the blueprint—and the mindset—to do it.
When your company stalls, don’t blame your people—fix your systems. Wickman’s story-driven breakdown of the Entrepreneurial Operating System (EOS) shows how structure, clarity, and rhythm can turn chaos into calm growth.
Executive Summary
In Get a Grip, Gino Wickman (with co-author Mike Paton) uses a business parable about Swan Services to reveal how great companies hit ceilings not from lack of effort, but from lack of structure. Past success doesn’t guarantee future growth—and sometimes, what built your company can’t sustain it.
The book introduces the Entrepreneurial Operating System (EOS), built around six components that transform how organizations run:
1. Vision – Align everyone toward shared goals. Clarity beats charisma.
2. People – Get the right people in the right seats—values and roles must both fit.
3. Data – Replace opinions with a simple scorecard of 5–15 weekly metrics.
4. Issues – Use “Identify, Discuss, Solve” to tackle root causes, not symptoms.
5. Process – Document and simplify your handful of core processes for consistency.
6. Traction – Maintain focus through 90-day “Rocks” and structured weekly meetings.
The book also highlights five key leadership skills that help teams scale effectively:
• Simplify – Cut through the noise. Focus on what truly matters and let go of unnecessary complexity.
• Delegate – Build capable teams and trust them. Don’t be the bottleneck for every decision.
• Predict – Balance long-term vision with short-term awareness. Know where you’re headed and what needs attention today.
• Systemize – Document your core processes simply. Capture the few essential steps that drive most of your results.
• Structure – Design the right framework before filling it with people. Clear roles and accountability unlock growth.
Companies that master these skills break through growth ceilings. Those that don’t often stall as complexity overwhelms their leaders.
One of the most powerful takeaways from Get a Grip is how clearly it shows the cost of keeping cultural misfits. Hoping someone will “get it” rarely works—values misalignment doesn’t fix itself. Swan Services learned that documenting behavior, having direct conversations, and addressing issues quickly created space for the right people to thrive. Miss any one of those steps and you’re in trouble. The lesson is simple but vital: protect your culture, even when it’s uncomfortable. But don’t forget to treat people like humans, not objects. (See The Arbinger Institute’s Leadership and Self Deception and The Anatomy of Peace.)
Review
Get a Grip feels like a behind-the-scenes coaching session for business owners who’ve hit that frustrating middle stage: too big for intuition, too small for bureaucracy. The story of Swan Services makes these systems relatable—you see yourself in their struggles and in their slow transformation.
What I loved most was how clearly Wickman links healthy systems to healthy people. When communication improves, the right people thrive, and the wrong ones naturally move on. I especially appreciated the lessons on hiring and culture fit: don’t “hope” problem employees will change—build systems that attract the right ones in the first place.
As a leader, I found myself underlining principles I want to apply right away: creating a “90-day world” to regain focus, ranking clients (read: where I spend my time) by profitability and fit, and using behavioral core values that actually guide decisions. Sustainable growth, Wickman reminds us, comes from structure—not personal heroics.
Recommended For
• Entrepreneurs and small-business leaders feeling stuck or overwhelmed.
• Leadership teams who need a shared language for solving recurring problems.
• Managers who want to shift from firefighting to forward planning.
If you want to spend less time putting out fires and more time building something that lasts, Get a Grip offers the blueprint—and the mindset—to do it.
October 8, 2019
Even better than Traction
I have read Traction several times now and each time felt like I didn't quite fully get how EOS could/should be run. Get A Grip gives a clear and very thorough understanding of what it actually might look like to implement EOS. I could actually envision my own company in the characters of the story, even though we have a completely different kind of business from the one in the story.
I was pleasantly surprised by the storytelling, too. I feared that it might be a "nice try" kind of story, but it was well written and kept me interested all the way through.
I can see re-reading sections of the book as we tackle our own implantation as an inspirational primer for each component.
I have read Traction several times now and each time felt like I didn't quite fully get how EOS could/should be run. Get A Grip gives a clear and very thorough understanding of what it actually might look like to implement EOS. I could actually envision my own company in the characters of the story, even though we have a completely different kind of business from the one in the story.
I was pleasantly surprised by the storytelling, too. I feared that it might be a "nice try" kind of story, but it was well written and kept me interested all the way through.
I can see re-reading sections of the book as we tackle our own implantation as an inspirational primer for each component.
April 1, 2018
It's rare for a business book to blend fiction and strategy into one story. But Get A Grip does just that.
I read Gino Wickman's Traction about a month ago and had spent the last few weeks trying to figure out how to implement the system of business management outlined in that book.
This book describes EXACTLY how to do just that, and in an engaging narrative format. It takes the big ideas from Traction and tells a story about a struggling company uses the system to turn their business around.
The crazy thing is this book has drama, twists, and will even leave you with a smile on your face. Traction was a really good book. This is a great one.
I read Gino Wickman's Traction about a month ago and had spent the last few weeks trying to figure out how to implement the system of business management outlined in that book.
This book describes EXACTLY how to do just that, and in an engaging narrative format. It takes the big ideas from Traction and tells a story about a struggling company uses the system to turn their business around.
The crazy thing is this book has drama, twists, and will even leave you with a smile on your face. Traction was a really good book. This is a great one.
November 25, 2019
For companies of a certain age or a certain size, the Entrepreneurial Operating System could very well be a path out of mediocrity and into smart, sustainable, manageable growth. In "Get A Grip," Gino Wickman and Mike Paton show how it's done by telling the story of a fictional company (Swan Services) that is stuck on a plateau – flat revenue, frazzled executives, mediocre work. With the introduction of EOS, some bracing conversations, and the implementation of some tried-and-true procedures and processes, the company turns itself around. Our own company is at the front-end of this process, as well. We're hoping that the story of Swan Services is a harbinger of good things to come.
March 3, 2020
A fabulous tale of EOS Implementation
This book "Get A Grip" is the first book I've read about the EOS, followed by the TRACTION book. "Get A Grip" has not only narrated in vivid detail the tale of an EOS Implementation in a fictional company, but also succinctly explained every one of the six parts of the EOS as well as each one of the 20 tools used in the whole process. I am really awed by the simplicity, pragmatism and the enormous power of the EOS as the way of how any business should be run. I thoroughly enjoyed reading the book and am quite enthused about becoming a proponent of EOS for entrepreneurial businesses.
This book "Get A Grip" is the first book I've read about the EOS, followed by the TRACTION book. "Get A Grip" has not only narrated in vivid detail the tale of an EOS Implementation in a fictional company, but also succinctly explained every one of the six parts of the EOS as well as each one of the 20 tools used in the whole process. I am really awed by the simplicity, pragmatism and the enormous power of the EOS as the way of how any business should be run. I thoroughly enjoyed reading the book and am quite enthused about becoming a proponent of EOS for entrepreneurial businesses.
April 6, 2021
Saccharine fables such as this only exist to demonstrate the implementation of certain principles and values. Yes, they are eye rolling and cliched. But if in the end it leads you to succeed, maybe the cheese was worth it.
This book exists solely to introduce the Traction / EOS system. For details on that system, Traction is a better book. But I can appreciate the value of this book existing as a canned explanation and story of how the EOS rollout works.
I read this after Traction, so it didn't do much for me. But as a convert to the principles taught by Traction and EOS, I support this as an introduction. Cheese notwithstanding.
This book exists solely to introduce the Traction / EOS system. For details on that system, Traction is a better book. But I can appreciate the value of this book existing as a canned explanation and story of how the EOS rollout works.
I read this after Traction, so it didn't do much for me. But as a convert to the principles taught by Traction and EOS, I support this as an introduction. Cheese notwithstanding.
July 25, 2024
'Get a Grip' by Gino Wickman is an outstanding read for any entrepreneur or business leader. This book offers a compelling and practical guide to mastering the Entrepreneurial Operating System (EOS). Wickman's insights are both actionable and inspirational, providing clear strategies to overcome common business challenges and drive sustainable growth. The blend of real-world examples with practical tools makes it an invaluable resource for anyone looking to take their business to the next level. Highly recommended for those who want to transform their vision into reality and achieve lasting success!
October 3, 2025
This might get into the weeds, but even in this story, there were counterintuitive descriptions of how integrating this business notion into your company would work. maybe it's poor storytelling, but I felt like to get a true objective position for the direction of the company, the players involved tended to agree with the owners too often. maybe this is a story device, but in a practical application, an abusive narcissist owner can pivot the conversation to their way of thinking. I'm not sure "Traction" could overcome this in a practical setting. However, I did come away with some ideas for work.
December 4, 2017
This book was recommended to me by a friend who is a raving fan of the Entrepreneurial Operating System (EOS). Having read the book, I now understand why. Over the years, I've read a number of books on setting up a system to run a business, but this book is my new favorite. The authors do a great job of outlining and integrating six components: vision, people, data, processes, issues, and traction. I really liked both the practical tools and the meeting rhythm (weekly, quarterly, and annual meetings) which drive accountability to achieve the vision.
June 13, 2022
Good For What It Is
For those who enjoy fable-format business books, or those considering an initial investigation into EOS, this book has merit. However, like more business fables, it’s written at a low level (I’m guessing eighth grade?). Its language and plot structure can come off as Pollyanna-ish, and its characters are two-dimensional. Nevertheless, it’s a quick read and a good intro to the material. For a more fulsome discussion of its concepts, read Traction (the original core text on EOS) by Gino Wickman.
For those who enjoy fable-format business books, or those considering an initial investigation into EOS, this book has merit. However, like more business fables, it’s written at a low level (I’m guessing eighth grade?). Its language and plot structure can come off as Pollyanna-ish, and its characters are two-dimensional. Nevertheless, it’s a quick read and a good intro to the material. For a more fulsome discussion of its concepts, read Traction (the original core text on EOS) by Gino Wickman.
April 9, 2024
The EOS books do become somewhat repetitive, but I imagine that's by design. This is more of a story told from the perspective of a small business trying to break through a plateau and implementing EOS. You see the struggle between the visionary and the integrator. The awkwardness of implementing a new system, as well as getting used to new levels of candor. I do wish that it got a bit more into what happens at the individual contributor level. As an individual contributor at an EOS shop I'm still a bit lost.
October 4, 2024
We implemented EOS at work nearly 2 years ago, to better understand the process myself and to get others up to speed I’ve read a number of the Gino Wickman books. I thought this one was really well done, told in a narrative fashion similar to Patrick Lencioni’s books, the book is engaging, easy to follow and relatable.
Get a Grip follows a leadership team of the difficult, but rewarding, of really work on all aspects of your business to ensure it’s successful.
A definite recommendation for those considering or early on in their EOS journey.
Get a Grip follows a leadership team of the difficult, but rewarding, of really work on all aspects of your business to ensure it’s successful.
A definite recommendation for those considering or early on in their EOS journey.
September 24, 2025
I enjoy business fables and also enjoyed the book Traction, so I was looking forward to reading this. The book is fairly straightforward and does a good illustrating the ideas from Traction.
As for the story itself, it works well enough to make learning enjoyable, but I didn’t enjoy the story as much as I have other business fables. There was not much compelling drama or psychological insight for the characters, but this is mostly a fleshed out version of Traction.
I will plan on reading this again after I have had more time to consider the EOS model.
As for the story itself, it works well enough to make learning enjoyable, but I didn’t enjoy the story as much as I have other business fables. There was not much compelling drama or psychological insight for the characters, but this is mostly a fleshed out version of Traction.
I will plan on reading this again after I have had more time to consider the EOS model.
October 12, 2025
A business novel
What I liked: it's uncanny how the author describes the usual business problems. You will relate with most if not all of the conundrums from Swann Companies. That's the hook of this book, instead of a lot of business jargon, a story of a struggling company.
What I didn't like: That's the downside of the book, you need to dig for the frameworks and systems. They get lost in the narrative. Logically, the author will resolve the story with a "happy-forever-after" ending, instead of showing the possible shortcomings and alternatives.
What I liked: it's uncanny how the author describes the usual business problems. You will relate with most if not all of the conundrums from Swann Companies. That's the hook of this book, instead of a lot of business jargon, a story of a struggling company.
What I didn't like: That's the downside of the book, you need to dig for the frameworks and systems. They get lost in the narrative. Logically, the author will resolve the story with a "happy-forever-after" ending, instead of showing the possible shortcomings and alternatives.
March 26, 2018
If you own or manage a business that is midsized and are frustrated about not getting as much done as you should, then this and the family of Traction books are important to read. My company struggles with execution after setting a great vision and objectives. This system will hopefully make a big difference for us. Get a Grip is a fable depiction of the use of the Traction system and very helpful as a complement to Traction.
June 15, 2020
Traction. I highly recommend reading this book in parallel or before / after Gino Wickman’s book Traction. This is such a well written fable to paint a clear picture for how to put this into practice and perhaps more important, in what sequence. I enjoyed the challenging characters and other leadership lessons about “how” along the way. Pick this one up soon if you are building your business or turning it around!
August 4, 2022
This is a fantastic installment of the Traction library by Wickman. Having been involved in frustrating corporate meetings before, I could relate to the examples in this story. Sometimes business fables can come across really cheesy, I always hold Lencioni as the highest standard for business fables. Gino Wickman meets that standard in this book. A must read for any leadership group operating on EOS.
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