WEBVTT - EP 33 | I Don't Have Any Processes - Where Do I Start? 0:00:00.050 --> 0:00:03.890 Welcome back to work woman! I am pumped about this episode. 0:00:03.890 --> 0:00:06.019 For those of you who are in business in the 0:00:06.019 --> 0:00:08.690 nitty gritty of how to scale and grow, you are 0:00:08.690 --> 0:00:10.969 going to love this episode. For those of you who 0:00:10.970 --> 0:00:13.399 are not about growing your business and could care less, 0:00:13.400 --> 0:00:15.800 this probably is not going to be the episode for you, 0:00:15.800 --> 0:00:18.680 because we are going to go so deep down the 0:00:18.680 --> 0:00:25.280 rabbit hole of process creation. How freaking fun! All right, 0:00:25.280 --> 0:00:30.170 before we get totally started, I want to explain why 0:00:30.170 --> 0:00:33.200 I have this gorgeous champagne glass. Um, this was a 0:00:33.229 --> 0:00:37.190 gift from Jared and Sandy gland. It is a Tiffany, uh, 0:00:37.490 --> 0:00:40.100 champagne glass. And it is gorgeous. But I want to 0:00:40.100 --> 0:00:43.910 explain why I have the champagne glass at 1017 in 0:00:43.940 --> 0:00:46.129 the morning. It has water in it. Don't worry. That 0:00:46.130 --> 0:00:50.150 is not vodka. This champagne glass is important because when 0:00:50.150 --> 0:00:54.710 we were having our holiday Christmas party in 2019, I 0:00:54.710 --> 0:00:57.140 made a toast. This was, I believe we had like 0:00:57.170 --> 0:00:59.690 8 or 9 full time team members at the time, 0:00:59.690 --> 0:01:02.180 and we had all of their spouses with us. And 0:01:02.180 --> 0:01:05.390 I made this toast and the toast went something like, 0:01:05.390 --> 0:01:09.230 here's to however amazing 2019 was. I'm sure I read 0:01:09.260 --> 0:01:11.389 off some stats because that's just how I make toasts. 0:01:11.390 --> 0:01:18.050 But here's to 2020 and making process sexy. And we toasted. 0:01:18.050 --> 0:01:19.880 But it was one of those awkward toasts where they're like, 0:01:19.880 --> 0:01:22.610 what the frick is she talking about? Well, little did 0:01:22.610 --> 0:01:25.759 they know that this process that we're about to talk about, 0:01:25.760 --> 0:01:28.399 which is a process tracker, was about to be rolled 0:01:28.400 --> 0:01:33.530 out and all that unfolded in 2020 of actually utilizing 0:01:33.530 --> 0:01:36.560 this thing, making it work, getting our business organized because 0:01:36.560 --> 0:01:39.950 we knew although we only had 8 or 9 team 0:01:39.950 --> 0:01:42.200 members at the time, we knew that in order to 0:01:42.200 --> 0:01:45.530 grow and scale, we had to make it a priority 0:01:45.530 --> 0:01:49.490 when we were small to start documenting what was working 0:01:49.490 --> 0:01:51.710 for our business, how we were doing, what we were 0:01:51.710 --> 0:01:55.130 doing in order to duplicate our teams, to create more 0:01:55.130 --> 0:01:57.260 opportunity for each and every one of them to get 0:01:57.260 --> 0:02:00.930 out of their role because they had confidence that their 0:02:00.930 --> 0:02:03.900 current role was already being documented. If you do not 0:02:03.900 --> 0:02:06.150 focus on this as a business owner or as a 0:02:06.150 --> 0:02:09.660 leader in your department or your company, your business will 0:02:09.660 --> 0:02:12.810 not be able to scale. It can't. Because just think. 0:02:12.840 --> 0:02:14.730 Think about it this way. You have a front office 0:02:14.730 --> 0:02:17.880 team member, but your aspiration is to have six locations. 0:02:17.880 --> 0:02:20.160 Right now you only have one. If that front office 0:02:20.160 --> 0:02:24.360 team member does not duplicate in documentation form, what makes 0:02:24.360 --> 0:02:27.240 him or her so great as a front office team member? 0:02:27.270 --> 0:02:30.330 What is your confidence in opening up the second location? 0:02:30.510 --> 0:02:34.290 You might have confidence for the second location because you 0:02:34.290 --> 0:02:37.829 haven't actually gone through the process, and the pain of 0:02:37.830 --> 0:02:40.410 duplicating when it doesn't work out. If you don't have 0:02:40.410 --> 0:02:43.440 the foundation, what do you duplicate upon whatever you happen 0:02:43.440 --> 0:02:46.050 to put in for? The second option is what you get. 0:02:46.050 --> 0:02:47.880 So let's say you have a great front office staff. 0:02:47.910 --> 0:02:50.550 You still might. In the third process of duplicating, when 0:02:50.550 --> 0:02:53.609 you go to your third location, think that process documentation 0:02:53.610 --> 0:02:57.419 is not important until you happen to have what every 0:02:57.450 --> 0:03:01.710 business runs into, which is a poor performer. That front 0:03:01.740 --> 0:03:05.130 office team member that doesn't smile when she greets patients 0:03:05.130 --> 0:03:09.450 or customers, or doesn't answer phone calls because she doesn't 0:03:09.450 --> 0:03:12.150 really like the phone or is not interested in making 0:03:12.180 --> 0:03:16.320 outbound phone calls because not their job. If you do 0:03:16.320 --> 0:03:19.799 not know and have clarity around the process for how 0:03:19.800 --> 0:03:22.290 to not only should in the job posting it, say 0:03:22.290 --> 0:03:24.600 this is your job. So that's step number one. And 0:03:24.600 --> 0:03:27.060 if you want to go deep into what is required 0:03:27.060 --> 0:03:29.550 to make a fantastic job post to get the type 0:03:29.550 --> 0:03:31.920 of team you want, you should go check out the 0:03:31.919 --> 0:03:36.150 previous episode called What Do We Call That episode? We 0:03:36.150 --> 0:03:37.590 called it How to Write a Job post to get 0:03:37.590 --> 0:03:39.990 Your Dream Team. That was episode 31. Go check that 0:03:39.990 --> 0:03:41.940 one out so you have the post, but once you 0:03:41.940 --> 0:03:45.360 have the post, it's not just that you are answering 0:03:45.360 --> 0:03:48.270 a phone. How do you actually answer the phone? What 0:03:48.270 --> 0:03:51.510 do you say when somebody calls? If that process is 0:03:51.510 --> 0:03:56.010 not documented, you're duplication of 2 to 3 will will 0:03:56.010 --> 0:03:58.480 make you lose confidence in your ability to actually scale 0:03:58.480 --> 0:04:00.550 and grow your business to the six or the ten 0:04:00.580 --> 0:04:03.430 or the 100 that you are capable of. Do not 0:04:03.430 --> 0:04:08.080 let your lack of process documentation diminish what you are 0:04:08.080 --> 0:04:10.810 capable of, and what your potential is with the growth 0:04:10.810 --> 0:04:13.930 of your business. Don't do it. Just just make a decision. 0:04:13.930 --> 0:04:16.000 You're not going to allow that to happen. This is 0:04:16.000 --> 0:04:20.320 why my toast, my cheers to making process sexy was 0:04:20.320 --> 0:04:23.440 so important, because what I fully acknowledged is we were 0:04:23.440 --> 0:04:26.589 not going to allow process to be the thing that 0:04:26.589 --> 0:04:29.680 stopped Cardone Ventures. And I just have to be honest, 0:04:29.680 --> 0:04:32.320 I am the the last person in the building that 0:04:32.320 --> 0:04:37.690 is qualified to make process documentation. If you are familiar 0:04:37.690 --> 0:04:41.650 with the risk assessment, I am what is called an influencer, 0:04:41.680 --> 0:04:44.979 not in the traditional form of an influencer. I am 0:04:44.980 --> 0:04:49.000 somebody who just likes people. I like a lot of people. 0:04:49.000 --> 0:04:52.030 I like talking to them. I like just being liked. 0:04:52.029 --> 0:04:54.040 That's something that is important to me on a day 0:04:54.040 --> 0:04:57.099 to day basis. I'm not a heavy data person. I'm 0:04:57.100 --> 0:05:01.270 not heavy, heavily detail oriented in my core nature. So 0:05:01.300 --> 0:05:04.030 me being the person that processed documents has nothing to 0:05:04.029 --> 0:05:07.270 do with being qualified. And that's important because my guess 0:05:07.300 --> 0:05:09.790 is you don't feel like you are qualified to be 0:05:09.790 --> 0:05:12.339 the person in your organization that process documents for a 0:05:12.339 --> 0:05:15.760 minute or for a quarter or for a year. Let's 0:05:15.760 --> 0:05:18.279 forget what we prefer to do and what we are 0:05:18.279 --> 0:05:21.460 good at, and forego that for what is a priority 0:05:21.490 --> 0:05:24.610 for the organization in order to get our goals. This 0:05:24.610 --> 0:05:26.049 is the same as working out. You can say I'm 0:05:26.050 --> 0:05:28.270 not a morning person. Great. I know you're not a 0:05:28.270 --> 0:05:30.339 morning person. It's okay that you're not a morning person. 0:05:30.339 --> 0:05:32.140 You're still going to get up in the morning in 0:05:32.140 --> 0:05:34.240 order to work out so that you can get your goal. 0:05:34.240 --> 0:05:38.200 The goal has to outweigh the preference. The goal has 0:05:38.200 --> 0:05:40.690 to outweigh the preference. You cannot just choose to prefer 0:05:40.720 --> 0:05:42.969 not to document your processes. You have to choose to 0:05:43.000 --> 0:05:46.060 do it. So now that you're here and you're like, yes, 0:05:46.060 --> 0:05:50.770 I'm committed. 2021 we are going to make process sexy 0:05:50.770 --> 0:05:53.020 in my organization. I'm going to cheers to that. I'm 0:05:53.020 --> 0:05:58.089 going to take a little drink of water here. Delicious. 0:05:58.330 --> 0:06:01.539 And these glasses are so nice. Uh, now that we've 0:06:01.540 --> 0:06:03.460 made that decision, let's talk about how you actually go 0:06:03.460 --> 0:06:05.890 about doing this. Because it's easy to say, I'm going 0:06:05.920 --> 0:06:07.840 to do it. And it's challenging when you get back 0:06:07.839 --> 0:06:10.210 home in front of your computer to say, where the 0:06:10.210 --> 0:06:13.060 frick do I start? For us, I'm going to do 0:06:13.060 --> 0:06:16.510 this whole demonstration around the Google suite. So we use 0:06:16.510 --> 0:06:19.479 Google Suite as an organization. So that means instead of 0:06:19.480 --> 0:06:23.710 Excel that sheets instead of Microsoft Word, that's docs. I'll 0:06:23.710 --> 0:06:26.080 do my best to kind of make that differentiation. But 0:06:26.080 --> 0:06:28.300 let's not get caught up in that. Let's just focus 0:06:28.300 --> 0:06:31.089 on how we actually put this in place. The first step, 0:06:31.120 --> 0:06:33.400 like we're going to go through these and baby steps. 0:06:33.400 --> 0:06:34.419 I was trying to figure out how I want to 0:06:34.420 --> 0:06:36.580 do this podcast because it's going to get really nitty gritty. 0:06:36.580 --> 0:06:40.450 But um, there's no other way besides literally talking about 0:06:40.450 --> 0:06:43.510 opening up an Excel document and putting a framework in place. 0:06:43.510 --> 0:06:46.060 So let's roll with it. The first step is creating 0:06:46.060 --> 0:06:51.880 an Excel or Sheets document called Process Tracker in your 0:06:51.880 --> 0:06:54.690 shared drive. As an organization, you should also have a 0:06:54.690 --> 0:06:59.220 folder that has this process tracker as an item, and 0:06:59.220 --> 0:07:04.229 then you break out your departments underneath those that tracker 0:07:04.230 --> 0:07:08.100 in folders so that each department can go into sales 0:07:08.100 --> 0:07:10.170 or marketing or finance. They don't have to look at 0:07:10.170 --> 0:07:12.840 this long list of all of the different departments processes. 0:07:12.840 --> 0:07:16.440 This keeps things organized for new team members. It keeps 0:07:16.440 --> 0:07:19.560 it organized for cross training. Meaning if your sales team 0:07:19.560 --> 0:07:23.130 members also do some pieces of marketing potentially, or they're 0:07:23.130 --> 0:07:26.550 interested in moving from sales to marketing, it's very easy 0:07:26.550 --> 0:07:28.830 for the entire team to know what is the process 0:07:28.830 --> 0:07:31.200 for X, y, z. The other reason that this is 0:07:31.200 --> 0:07:36.390 important is sometimes a lot of times processes are cross department, 0:07:36.390 --> 0:07:39.330 but there should be one part, one department that actually 0:07:39.330 --> 0:07:43.380 owns the move forward of every single process. That's the 0:07:43.380 --> 0:07:46.680 department that you put that process in. So for instance, 0:07:46.680 --> 0:07:49.800 let's say your organization runs events. There are lots of 0:07:49.800 --> 0:07:53.160 departments that touch events. You have to sell the event. 0:07:53.160 --> 0:07:55.770 You have to account for the event. You have to 0:07:55.800 --> 0:07:58.170 prep the team who's going to be on site at 0:07:58.170 --> 0:08:00.900 the event. So just in those three areas, there are 0:08:00.900 --> 0:08:04.530 three different departments that that touch. It's still an events process, 0:08:04.530 --> 0:08:07.200 but you tie in these other departments through the steps 0:08:07.200 --> 0:08:09.150 which we're going to get into. Don't get too overwhelmed. 0:08:09.150 --> 0:08:12.630 We're still at opening up a document on your computer 0:08:12.630 --> 0:08:16.920 that says Process Tracker and putting a centralized place for 0:08:16.920 --> 0:08:19.530 processes to get created. Think of this as your container. 0:08:19.530 --> 0:08:23.790 I don't want to just breeze past this because in 0:08:23.790 --> 0:08:27.240 you creating a container, you are going to be able 0:08:27.240 --> 0:08:30.750 to organize the thing that comes up. What I hear 0:08:30.750 --> 0:08:33.929 most from business owners is the frustration of I don't 0:08:33.929 --> 0:08:36.570 know where to put this. So the overwhelm of a 0:08:36.570 --> 0:08:39.780 situation where something didn't go right, a team member didn't 0:08:39.780 --> 0:08:42.450 do what you wanted them to do, but there is 0:08:42.450 --> 0:08:45.510 no way to be able to say, here's how to 0:08:45.540 --> 0:08:48.569 actually do it. That feels like you could easily slot 0:08:48.600 --> 0:08:53.410 it in to a container that always gets tracked back 0:08:53.410 --> 0:08:55.600 to that people know to go to when updates and 0:08:55.600 --> 0:08:58.839 changes gets made, is where business owners don't even start 0:08:58.840 --> 0:09:02.020 the process of documenting, because it's always the little tiny 0:09:02.050 --> 0:09:04.990 thing that emphasizes the need for this big structure. But 0:09:04.990 --> 0:09:07.480 then the big structure is overwhelming. If you do it 0:09:07.480 --> 0:09:10.870 this way and you split in this tracker, so you 0:09:10.870 --> 0:09:14.470 have your it's literally like a sheet tracker. You have 0:09:14.470 --> 0:09:18.700 sales that has a section, you have marketing that has 0:09:18.700 --> 0:09:23.860 a section, you have finance that has a section. That way, 0:09:23.860 --> 0:09:26.319 you know, okay, right now we're only going to create 0:09:26.320 --> 0:09:29.320 one sales process. Like we have this problem with sales. 0:09:29.320 --> 0:09:31.270 At this moment we are only going to create one. 0:09:31.270 --> 0:09:33.970 We know that there are multiple sales processes. This is 0:09:33.970 --> 0:09:36.370 not to say that there are not more, but these 0:09:36.370 --> 0:09:40.059 are the locations of the ones that we do know exist. 0:09:40.059 --> 0:09:41.980 Once you have this in place, it's going to be 0:09:41.980 --> 0:09:44.920 so easy. It's like clockwork when an issue comes up 0:09:44.920 --> 0:09:47.530 and a client isn't handled properly, or there was a 0:09:47.530 --> 0:09:49.780 ball that was dropped. Yes, you have to address that 0:09:49.780 --> 0:09:52.410 situation in the moment to fix it. But then, you know, okay, 0:09:52.440 --> 0:09:53.939 I'm going to put a process. This is where it's 0:09:53.940 --> 0:09:58.260 going to go. This will save you so many headaches 0:09:58.260 --> 0:10:01.319 as you scale and grow your business. I promise this 0:10:01.320 --> 0:10:04.740 will take you less than 15 minutes originally through the 0:10:04.740 --> 0:10:07.200 exercise that we're going to work through to set up. 0:10:07.200 --> 0:10:10.110 And then you just know to always go back to 0:10:10.140 --> 0:10:12.960 that as soon as an issue arises. I don't want 0:10:12.990 --> 0:10:15.270 to make this overly complex and have you guys feel like, oh, 0:10:15.300 --> 0:10:17.640 this is so overwhelming and it's so much work. The 0:10:17.640 --> 0:10:21.270 starting point is the easy part, the the issues with 0:10:21.270 --> 0:10:23.910 your team individually and not being able to scale and 0:10:23.910 --> 0:10:26.610 grow your business and you losing confidence in the opportunity. 0:10:26.610 --> 0:10:31.110 That's what's hard. Process documentation shouldn't be that hard. Okay, 0:10:31.140 --> 0:10:34.260 so you have in your columns of your Excel or 0:10:34.260 --> 0:10:40.890 Sheets sheet, you have the department in column A, column B, 0:10:40.920 --> 0:10:46.260 you have the process name. Column C is the link 0:10:46.260 --> 0:10:49.230 to the actual process. Those are the only things that 0:10:49.230 --> 0:10:51.300 are in the tracker. I'm going to repeat that column 0:10:51.330 --> 0:10:55.709 A is the department. Column B is the process name. 0:10:55.740 --> 0:11:00.000 Column C is the link to that process. Depending on 0:11:00.000 --> 0:11:04.829 how much time you have, you can brainstorm with your 0:11:04.830 --> 0:11:08.880 departments the processes that you know need to be created 0:11:08.880 --> 0:11:10.860 in order to kick start this. This is what I 0:11:10.860 --> 0:11:13.740 did in 2019. It's like, okay, let me sit down 0:11:13.740 --> 0:11:16.680 for five minutes with each department and rattle off all 0:11:16.710 --> 0:11:18.870 of the products or services or things that I know 0:11:18.870 --> 0:11:21.120 need to have a process around it. And once I 0:11:21.150 --> 0:11:24.150 created just my brain dump, I then went to the 0:11:24.150 --> 0:11:27.300 department head and we prioritized which ones were going to 0:11:27.300 --> 0:11:31.050 be written first, based on which area of growth the 0:11:31.050 --> 0:11:33.900 business was going to have. The biggest pain point in. 0:11:33.929 --> 0:11:36.719 You don't just randomly start creating process for process sake. 0:11:36.750 --> 0:11:39.809 You should start by creating the processes that absolutely need 0:11:39.840 --> 0:11:43.590 to be documented that will allow for growth or funneling 0:11:43.590 --> 0:11:46.590 any sort of activity, whether that be client or team activity. 0:11:46.620 --> 0:11:49.420 Through that process. So if you go through each one 0:11:49.420 --> 0:11:51.910 of those departments, that's pretty straightforward. Let's say you have 0:11:51.910 --> 0:11:56.320 eight departments in your organization times five minutes. Uh, what 0:11:56.320 --> 0:11:59.140 is that, 40 minutes? Yes, that's 40 minutes. I'm not 0:11:59.140 --> 0:12:01.360 the best at mental math here. Will just like, nodded 0:12:01.360 --> 0:12:04.329 his head like, yes, thank you. 40 minutes. So now 0:12:04.330 --> 0:12:06.010 we're up to 40 minutes. You created it. You put 0:12:06.010 --> 0:12:07.810 your folders in place and you did 40 minutes of 0:12:07.809 --> 0:12:11.349 prep work. You do not have to do that prep work. 0:12:11.350 --> 0:12:14.260 If you are strong with your department heads and you 0:12:14.260 --> 0:12:17.230 feel like this is something where they can have the 0:12:17.230 --> 0:12:22.150 opportunity to have transparency into their thinking, you can put 0:12:22.150 --> 0:12:24.130 this structure in place and then send it to them 0:12:24.130 --> 0:12:26.470 and say, hey, I want you to spend. If they're 0:12:26.500 --> 0:12:28.959 the department head, they should be spending at least 15, 0:12:28.960 --> 0:12:32.440 maybe 30 minutes going through and listing out the processes 0:12:32.440 --> 0:12:35.979 that are within their department. So once they've done that, 0:12:35.980 --> 0:12:38.079 all of a sudden you're back down to all you 0:12:38.080 --> 0:12:40.480 had to do was create the framework and process. So again, 0:12:40.480 --> 0:12:43.719 these are different options to be able to lean into 0:12:43.720 --> 0:12:46.840 your existing team or to give enough framework so that 0:12:46.870 --> 0:12:50.469 you've kind of you've not stopped yourself from having to 0:12:50.470 --> 0:12:53.290 have multiple conversations with every single team member about how 0:12:53.290 --> 0:12:55.630 this is supposed to work. If you are going to 0:12:55.660 --> 0:12:58.900 send it to your team to have them fill this out. 0:12:58.929 --> 0:13:02.500 My strong recommendation would be for you to do one 0:13:02.500 --> 0:13:05.290 of the departments, like if you are a leader, but 0:13:05.290 --> 0:13:09.070 you also, um, but you also have your own department. 0:13:09.070 --> 0:13:10.780 If you're the business owner and you have your own department, 0:13:10.780 --> 0:13:13.179 you would do those examples so that they can actually 0:13:13.210 --> 0:13:16.780 see and have reality on what that looks like. Okay. 0:13:16.809 --> 0:13:22.449 Once you have your process names, then the next question 0:13:22.450 --> 0:13:26.050 I always get asked is what does process documentation look like? 0:13:26.050 --> 0:13:29.439 What am I actually supposed to be documenting in these processes, 0:13:29.440 --> 0:13:32.440 and how do I standardize this? I will caveat this 0:13:32.440 --> 0:13:35.230 by saying there are different businesses that listen to this 0:13:35.230 --> 0:13:40.840 podcast that have different flexibility around how stringent process documentation 0:13:40.870 --> 0:13:43.300 should look like. I'm going to introduce you to a 0:13:43.300 --> 0:13:46.699 framework that we create all processes in, and I've never 0:13:46.700 --> 0:13:49.670 come across a process that cannot be put into this framework. 0:13:49.670 --> 0:13:52.730 But if you want to try me on that, I 0:13:52.760 --> 0:13:55.550 am happy to review your process. If you want to 0:13:55.550 --> 0:13:59.540 shoot an email to info at Cardone ventures.com, I'd be 0:13:59.540 --> 0:14:01.280 interested to see if there was one that just couldn't 0:14:01.280 --> 0:14:03.650 fit into this framework. I have not found one yet, 0:14:03.650 --> 0:14:07.939 but that's okay. You might be the first. So back 0:14:07.940 --> 0:14:11.810 to our process tracker. The very first row should be 0:14:11.809 --> 0:14:17.060 a link to the template. So you have like literal 0:14:17.059 --> 0:14:21.950 row one says template with a link to click on 0:14:21.980 --> 0:14:26.450 that template. So this is what's used in column C 0:14:26.480 --> 0:14:30.500 to link out once it's customized by the process. So 0:14:30.500 --> 0:14:33.050 you have the template the department head or you goes 0:14:33.050 --> 0:14:35.990 into that template fills out their process. Then they link 0:14:35.990 --> 0:14:38.060 it in column C. So at the end of the 0:14:38.060 --> 0:14:42.140 day you have the department filled out all of the, uh, 0:14:42.140 --> 0:14:44.450 process names filled out, and then you have the actual 0:14:44.450 --> 0:14:46.670 links that tie out. But when you first start, you're 0:14:46.670 --> 0:14:49.220 going to have a bunch of empty links. Now we 0:14:49.220 --> 0:14:51.830 need to work on how you create a process template 0:14:51.830 --> 0:14:56.390 that works for your organization. So let's just dive right 0:14:56.420 --> 0:15:04.370 on in. We have this concept called vision, commitment and 0:15:04.370 --> 0:15:08.510 execution plans. These are used in a variety of ways 0:15:08.510 --> 0:15:12.710 in our organization. But one is in order to process document. 0:15:12.710 --> 0:15:16.280 Every single thing that you put into a department has 0:15:16.280 --> 0:15:18.500 a reason that you were doing it. You are not 0:15:18.500 --> 0:15:21.500 just some sadistic person that likes to create process for 0:15:21.500 --> 0:15:24.650 processes sake that has no value. What you recognize as 0:15:24.650 --> 0:15:26.780 a leader or as a business owner is it has 0:15:26.780 --> 0:15:29.810 immense value, and that's why you are spending your resources 0:15:29.810 --> 0:15:33.620 to create this. But oftentimes a process as somebody doing 0:15:33.620 --> 0:15:37.550 it gets lost in the bigger scheme. Like, why is 0:15:37.550 --> 0:15:40.340 this important for the organization to be able to uphold 0:15:40.340 --> 0:15:44.280 this process? And so this vision commitment, Execution Plan framework 0:15:44.280 --> 0:15:47.550 allows you to frame for any team member, even if 0:15:47.550 --> 0:15:50.130 you only have eight right now. When you have 80 0:15:50.160 --> 0:15:52.410 team members, it's going to allow you to frame for 0:15:52.410 --> 0:15:56.400 them why this thing that they're doing is so critically important. 0:15:56.400 --> 0:15:58.680 In order for the business to function and serve its 0:15:58.680 --> 0:16:02.010 clients the way that it needs to. This always feels 0:16:02.010 --> 0:16:04.800 a little weird for smaller businesses to start implementing because 0:16:04.800 --> 0:16:07.739 it feels like too grandiose, but you have to put 0:16:07.740 --> 0:16:11.580 your yourself in the perspective of somebody who's never likely 0:16:11.580 --> 0:16:13.710 talked to you as a business owner, or if you're 0:16:13.710 --> 0:16:16.170 a department head and a leader, they've never talked to 0:16:16.200 --> 0:16:19.380 you because there's different management layers in between you and them. 0:16:19.380 --> 0:16:22.410 That's just the reality. So knowing that, how can you 0:16:22.410 --> 0:16:26.880 leave these impactful messages, so to speak, to these team 0:16:26.880 --> 0:16:29.130 members for why this is so critical and why you've 0:16:29.130 --> 0:16:32.370 had this role to begin with? So the vision statement, 0:16:32.370 --> 0:16:35.400 every single process that we have has a vision behind it. 0:16:35.400 --> 0:16:38.220 So I could pull up a couple and give you 0:16:38.220 --> 0:16:40.530 some examples towards the end. But I want to make 0:16:40.530 --> 0:16:43.390 sure that you understand this is like one maybe two sentences. 0:16:43.390 --> 0:16:46.360 If it's an events process, the vision would be something like. 0:16:46.360 --> 0:16:49.750 This process was created in order for every client to 0:16:49.780 --> 0:16:53.650 have a remarkable experience. When they meet our Cardone Ventures 0:16:53.650 --> 0:16:56.859 team at an event, and ensures that the details will 0:16:56.860 --> 0:17:01.060 be smoothly taken care of and deliver to them a 0:17:01.060 --> 0:17:04.300 ten-x experience. That's the vision. So all of a sudden 0:17:04.300 --> 0:17:07.929 when you're that role, you're not stuck in, oh, I 0:17:07.930 --> 0:17:11.020 have to update this tracker and I have to take 0:17:11.020 --> 0:17:13.810 out the trash in this area, and I have to 0:17:13.840 --> 0:17:17.020 send out this email communication because that's the nitty gritty. 0:17:17.020 --> 0:17:20.080 But the purpose of those nitty gritty things are so 0:17:20.080 --> 0:17:23.379 important because it allows the client to have a remarkable experience, 0:17:23.380 --> 0:17:26.080 which is important for the organization to hit its goals, 0:17:26.080 --> 0:17:28.720 which then means it's important for the team members to 0:17:28.750 --> 0:17:33.610 hit their goals through working with you. Vision statements. Important commitment. 0:17:33.970 --> 0:17:37.450 So commitment has two parts. What is the team member's 0:17:37.450 --> 0:17:41.340 commitment and what is the leadership team's commitment? The leadership's 0:17:41.340 --> 0:17:46.439 commitment is giving the right process and training to the 0:17:46.440 --> 0:17:49.740 team member, so they have confidence in their role. This 0:17:49.740 --> 0:17:52.200 is a step that's often missed. So many business owners 0:17:52.200 --> 0:17:54.060 just get mad that their team doesn't do the things 0:17:54.060 --> 0:17:56.040 that they want them to do. But then when you 0:17:56.040 --> 0:17:57.990 ask the question, well, how did you tell them to 0:17:57.990 --> 0:18:00.899 do that? They don't have an answer. Well, this is 0:18:00.900 --> 0:18:03.570 how you tell them, and you provide them the assurance 0:18:03.570 --> 0:18:05.880 that this is what this is supposed to look like. 0:18:05.910 --> 0:18:08.760 And I'm detailing out what my expectation is. That way, 0:18:08.760 --> 0:18:11.250 if they don't do your expectation, you can go back 0:18:11.250 --> 0:18:13.350 and say, well, this was listed for you, why didn't 0:18:13.350 --> 0:18:14.669 you read it? And they're like, oh, I didn't think 0:18:14.670 --> 0:18:16.859 it was important to read it the second time. They 0:18:16.859 --> 0:18:18.780 do that wrong. And you've already gone through the training 0:18:18.780 --> 0:18:20.460 because it was your commitment to train them on them. 0:18:20.460 --> 0:18:24.240 And they say, oh, well, I just forgot. That allows 0:18:24.240 --> 0:18:26.670 you to not let that person be a team member 0:18:26.670 --> 0:18:30.300 in your organization because it's a willingness to learn. It's 0:18:30.300 --> 0:18:33.000 not a skill issue because you provided them the skill. 0:18:33.000 --> 0:18:35.850 The commitment on their end is to learn the process, 0:18:35.850 --> 0:18:38.429 to master the process, and then ideally be able to 0:18:38.460 --> 0:18:41.740 train other people on this process. So that's two steps. 0:18:41.740 --> 0:18:45.910 Their commitment, your commitment. The execution step is much more 0:18:45.910 --> 0:18:50.050 traditional process documentation. This is the actual things that need 0:18:50.080 --> 0:18:54.700 to happen in ideally a sequential order for the business 0:18:54.700 --> 0:18:57.100 to move this process forward and for somebody to have 0:18:57.100 --> 0:18:59.619 clarity on these things. In most of our documentation, we 0:18:59.619 --> 0:19:03.070 include video links to the process. A lot of our 0:19:03.070 --> 0:19:06.310 work is done on a actual computer, whether it's client 0:19:06.310 --> 0:19:11.260 calls or financial modeling or putting together a marketing budget. 0:19:11.260 --> 0:19:14.290 So all of those things exist on a computer. Therefore, 0:19:14.290 --> 0:19:16.659 we can have somebody narrate, this is what I'm doing, 0:19:16.660 --> 0:19:19.090 this is where I click to find that blah, blah blah, 0:19:19.090 --> 0:19:22.180 so that there's just additional context that's given and there's 0:19:22.180 --> 0:19:24.130 no wiggle room for somebody saying, oh, I didn't know 0:19:24.130 --> 0:19:26.080 you were supposed to click on that. Well, it's in 0:19:26.080 --> 0:19:29.710 the video. Uh, the second piece is because it's on there, 0:19:29.710 --> 0:19:33.310 we detail what the process step is, and then we 0:19:33.310 --> 0:19:35.860 take a screenshot of it so it serves as a guide. 0:19:35.859 --> 0:19:38.199 What I've been talking about is in these execution steps. 0:19:38.200 --> 0:19:40.810 But as a framework for execution. I'm just going to 0:19:40.810 --> 0:19:43.900 recap this. We start with vision, which has one statement. 0:19:43.900 --> 0:19:47.110 The template then has commitment, which has two pieces the 0:19:47.109 --> 0:19:51.010 leadership teams, the team members. Then in the execution steps, 0:19:51.010 --> 0:19:53.770 you can add little places to put a video overview 0:19:53.770 --> 0:19:57.820 and to put screenshots. The bulk of the steps as 0:19:57.820 --> 0:20:03.820 a framework should always follow a pre, during and post framework. 0:20:03.850 --> 0:20:06.669 Think of this as any activity that takes place in 0:20:06.670 --> 0:20:08.620 your organization. I'm just going to continue to use this 0:20:08.619 --> 0:20:12.040 events one, because I think it flows nicely before somebody 0:20:12.040 --> 0:20:15.459 attends an event. How many things need to happen in 0:20:15.460 --> 0:20:20.170 order for that event to run smoothly, like a 25, 30, 45? 0:20:20.200 --> 0:20:23.560 Quite a few. All of those things should be documented. 0:20:23.560 --> 0:20:26.800 The pre steps to making that act successful need to 0:20:26.800 --> 0:20:30.970 be documented in sequential order. Then the during steps, what 0:20:31.000 --> 0:20:33.220 needs to take place to create a remarkable experience for 0:20:33.250 --> 0:20:35.980 that event. Everything that happens during that then needs to 0:20:35.980 --> 0:20:39.379 be documented as well. And then the last step is post. 0:20:39.380 --> 0:20:42.200 So you don't just have an event, everybody just doesn't 0:20:42.200 --> 0:20:44.929 show up and then leave and have nothing happen. There's 0:20:44.930 --> 0:20:48.740 surveys to be sent out. There is follow up with 0:20:48.740 --> 0:20:51.379 the venue to make sure that everything went well. There's 0:20:51.380 --> 0:20:55.490 the invoicing, there's the tracking, there's the testimonials. Like there 0:20:55.490 --> 0:20:58.700 are steps that should happen every single time to ensure 0:20:58.700 --> 0:21:01.129 that we're capturing what we need to capture after it 0:21:01.130 --> 0:21:04.909 takes place. Most people just show up when they do 0:21:04.910 --> 0:21:07.670 a process documentation, and they only think about what needs 0:21:07.670 --> 0:21:09.350 to be happening during the call. I'm going to write 0:21:09.380 --> 0:21:13.460 a sales script for the call, but then they entirely 0:21:13.460 --> 0:21:16.639 neglect what happened to prep for that call and what 0:21:16.670 --> 0:21:19.879 needed to happen in follow up after that call. So 0:21:19.880 --> 0:21:22.430 they missed the pre and the post and everybody focuses 0:21:22.430 --> 0:21:24.770 on the during. The other mistake that everybody makes is 0:21:24.770 --> 0:21:27.530 just focusing on all of the steps and not framing 0:21:27.530 --> 0:21:29.930 why it needs to happen and what my commitment is 0:21:29.930 --> 0:21:32.149 as a leader and what their commitment is as a 0:21:32.150 --> 0:21:35.209 team member. The execution. Like if you're looking at your 0:21:35.210 --> 0:21:37.910 current process documentation, What I would encourage you to do 0:21:37.910 --> 0:21:42.649 is say, okay, I already have scripts for a salesperson. 0:21:42.650 --> 0:21:46.369 That is the bulk of the during. That's great. Plop 0:21:46.369 --> 0:21:48.949 that into this framework, but then add the context for 0:21:48.950 --> 0:21:51.440 the pre, add the context for the post, and then 0:21:51.440 --> 0:21:53.840 just write a few statements for why it's important and 0:21:53.840 --> 0:21:56.929 who's responsible for those two things. Last piece of the 0:21:56.930 --> 0:22:02.030 process documentation or of the template is creating a matrix 0:22:02.030 --> 0:22:08.870 for who created this document, who approved this document when 0:22:08.869 --> 0:22:11.900 it was created and when it was last modified. This 0:22:11.900 --> 0:22:15.109 will allow changes to happen all the time because as 0:22:15.109 --> 0:22:17.840 we talked about when we first started this, the purpose 0:22:17.840 --> 0:22:20.389 of process documentation isn't to put something in stone and 0:22:20.420 --> 0:22:23.450 like print it like in a book like you do. 0:22:23.480 --> 0:22:28.459 You never have a printed book in 2021 because technology changes, 0:22:28.730 --> 0:22:33.440 the requirements change, a new idea comes up. You need 0:22:33.440 --> 0:22:35.389 to have flexibility around this, but you also need to 0:22:35.390 --> 0:22:37.639 be able to track that flexibility so that it doesn't 0:22:37.640 --> 0:22:40.670 just get lost. So this last rubric is really helpful 0:22:40.670 --> 0:22:42.560 so that if it was a previous employee that no 0:22:42.560 --> 0:22:45.080 longer even works with you, you can. And maybe they 0:22:45.080 --> 0:22:48.439 weren't even all that great of a performer then, you know, oh, 0:22:48.470 --> 0:22:49.909 I need to go back and relook at this to 0:22:49.940 --> 0:22:51.800 make sure that this is actually the right way to 0:22:51.800 --> 0:22:55.850 get this done. To create context, the next steps in 0:22:55.850 --> 0:23:01.699 our document says send to approver for approval and then 0:23:01.700 --> 0:23:05.810 update Process tracker with new process name link and appropriate folder. 0:23:05.810 --> 0:23:08.780 So the team is now trained to just put back 0:23:08.780 --> 0:23:12.710 this process tracker. It's always to put back this process tracker. 0:23:12.710 --> 0:23:16.670 Well an additional note on this. Depending on the size 0:23:16.670 --> 0:23:19.010 of your business, we've been able to manage this all 0:23:19.010 --> 0:23:21.980 the way up to the 50 employee mark. One person 0:23:21.980 --> 0:23:25.370 should be in charge of making sure that every single 0:23:25.369 --> 0:23:28.160 one of these processes is approved in a standardized format, 0:23:28.160 --> 0:23:31.159 so that that can then be duplicated with teams. Beyond. 0:23:31.160 --> 0:23:34.740 What this means is, I am that one person in 0:23:34.740 --> 0:23:38.669 this organization. So regardless of if it's sales or marketing 0:23:38.670 --> 0:23:44.010 or finance or operations or learning content, I am ultimately 0:23:44.010 --> 0:23:45.960 going to be reviewing these to make sure that this 0:23:45.960 --> 0:23:47.850 is exactly the way that it needs to be done, 0:23:47.850 --> 0:23:51.899 and that this tracker has continuity to it, so that 0:23:51.900 --> 0:23:54.750 when new team members join, there's one way that we 0:23:54.750 --> 0:23:59.429 do things and it's grooved into the organization until the 0:23:59.430 --> 0:24:02.310 organization is actually ready for the department to take this 0:24:02.340 --> 0:24:05.609 on itself. If you don't have one person approving processes 0:24:05.609 --> 0:24:08.459 and you allow this looseness to take place, what you're 0:24:08.460 --> 0:24:13.080 going to find is inconsistencies. And in order to create confidence, remember, 0:24:13.109 --> 0:24:16.199 process is all about creating confidence. In order to really 0:24:16.200 --> 0:24:19.290 create that confidence, one person has to have visibility into 0:24:19.290 --> 0:24:21.900 this project. Now, eventually I will hand this off to 0:24:21.930 --> 0:24:25.260 one other person and that will likely scale until around 0:24:25.260 --> 0:24:29.850 200 to 250 employees for the management of just the processes. 0:24:29.850 --> 0:24:33.490 But that is resource well spent in an organization because 0:24:33.490 --> 0:24:36.910 without it, the business doesn't have the operating manual for 0:24:36.910 --> 0:24:39.100 it to work in. All of a sudden you're going 0:24:39.130 --> 0:24:41.590 to hit these break points. When you hire your 80th 0:24:41.590 --> 0:24:45.909 or your 120th employee where there were things documented, but 0:24:45.940 --> 0:24:49.600 they're not really updated any longer. You just have to 0:24:49.600 --> 0:24:52.420 be diligent about it. And this is why I made 0:24:52.420 --> 0:24:55.840 the toast of we're going to make process sexy because 0:24:55.840 --> 0:24:59.560 this is not fun work. There's nothing fun about this 0:24:59.560 --> 0:25:03.010 unless you are a freak. I do not find this fun, 0:25:03.010 --> 0:25:05.830 but I find it useful. And I find it to 0:25:05.830 --> 0:25:07.990 be the thing that needs to happen at this stage 0:25:07.990 --> 0:25:11.409 of the organization. So when you make a funny toast 0:25:11.410 --> 0:25:15.580 and you provide lightheartedness to something that isn't fun, that's 0:25:15.580 --> 0:25:20.199 also you demonstrating your leadership abilities because you as a 0:25:20.200 --> 0:25:23.020 team need to do not fun things in order to 0:25:23.050 --> 0:25:25.869 scale and grow your business. When people on social media 0:25:25.900 --> 0:25:28.570 make it seem so fun and exciting and you know, 0:25:28.600 --> 0:25:31.930 people driving around in nice cars and having big meetings, 0:25:31.930 --> 0:25:35.770 That's like 5% of growing and scaling a business. The 95% 0:25:35.770 --> 0:25:39.550 is this type of work. And when you can add 0:25:39.550 --> 0:25:42.820 light heartedness and make this work feel fun and get 0:25:42.820 --> 0:25:45.700 enthusiasm and excitement and explain why it's so important to 0:25:45.730 --> 0:25:48.130 your team, ideally you can get their buy in and 0:25:48.130 --> 0:25:51.970 influence them so that it doesn't feel as dreadful as 0:25:51.970 --> 0:25:57.639 process documentation oftentimes is. So with that, I hope that 0:25:57.640 --> 0:26:00.280 you enjoyed this. If you have any questions at all, 0:26:00.280 --> 0:26:02.380 feel free to shoot me a DM. I would love 0:26:02.380 --> 0:26:05.740 to answer your questions. This is something that we go 0:26:05.740 --> 0:26:10.450 pretty deep into at the Ten-x 360 event, where we 0:26:10.450 --> 0:26:13.900 talk about the importance for KPI trackers. We talk about 0:26:13.900 --> 0:26:17.649 the importance of your financials, tying out to the processes 0:26:17.650 --> 0:26:21.490 that you're creating, and how you strategically prioritize those resources. 0:26:21.490 --> 0:26:24.220 So if you're interested in getting more information on that, 0:26:24.220 --> 0:26:29.560 go to Cardone ventures.com forward slash Ten-x 360. Guys until 0:26:29.560 --> 0:26:31.930 next week. Make it a great one.