Question ONE:
Craig, the book Traction emphasizes clarity of vision and making sure that everyone sees and and they buy into the same direction. So why does it still feel like my team isn't fully aligned even though we have completely talked about our vision?

Question TWO:
Gino Wickman, the author of Traction. He really addresses accountability and delegation. So why do we find the issues still end up on our desk even though we got people in key roles?

Question THREE:
In the book they talk about the EOS focus on setting realistic, very measurable rocks and using data to drive accountability. Why are we still  falling short on our goals even though we set them with really good intentions?
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Question FOUR:
The book tractions goal of creating a self-sustaining organization with like really strong processes and leadership, but many of us still find that we're working nights and we're working weekends. Shouldn't the business be running more independently by now?