The thinking behind how Cloud 9 is run. Read them in any order — the first three shape the
operating model, the last three shape how you handle people.
Operating the business
- Traction, Gino Wickman (EOS). Where our weekly rhythm comes from — a small number of
measurable priorities, a standing weekly meeting, and clear ownership of every number.
Read it to understand why we run weekly objectives the way we do. - Positioning, Al Ries & Jack Trout. Why a spa wins by owning one clear idea in a
customer’s mind rather than being slightly better at everything. Background for how we
talk about Cloud 9 against the competition. - Reasonable Hospitality, Will Guidara. The standard we hold for service: hospitality is
what you add on top of doing the job correctly. Our Telegram group is named after it.
Working with people
- The Culture Map, Erin Meyer. How the same words land differently across cultures — direct
vs indirect feedback, and what silence means. Directly useful in a bilingual team where
managers, therapists, and front desk do not all share a first language. - Crucial Conversations, Kerry Patterson et al. A method for the conversations managers
avoid — underperformance, complaints, conflict between staff — without them turning into
arguments. - Leading with Cultural Intelligence, David Livermore. The practical follow-on to The
Culture Map: adapting how you lead, not just how you speak.