How to Systematize Your Business - in depth instructions

there are five steps in the business systemization plan vision organizational chart process identification process and employee linking and then writing the processes which is prioritizing what processes to write getting them written implementing them which is another word for training and then repeating and i'm going to go into depth in every one of these steps as we go through the presentation today so before i get into vision let's just talk about the cost what is the cost of not having a process dependent business not having your business systematized so if you think about it and you know when i do these uh application calls one of the questions i ask is why are you interested in taking this course what is it that keeps you up at night what's going on in your business that's that's uh you want to systematize it because if all you've heard about is well michael gerber talks about it and i think i should do it then that's not a reason because what's really going to move you forward in succeeding at doing this is usually either escaping from pain somehow or desire for a reward so what i hear most often are things like frustration i'm so frustrated or impatient or upset or anxious about my business or frustrated with employees that pissed off at my people they get impatient other people talked about money i i just want more money i can't see i just work harder and harder and harder and i'm not making enough money so what is the cost of not having your business systematized it could be your relationships your family yeah unable to spend time with your children it it could be your health it could be that you need more time i was i was listening to a podcast there's a so i mentioned this book let me just grab these i mentioned i mentioned this book earlier the e-myth really good book this is one of the old copies actually this one was actually signed by michael uh when i first did the emeth mastery course many many years ago another great book that i highly recommend is this one by a guy named john warrillo and it's called built to sell great great book the reason i recommend this book is that it's a little more tactical than the e-myth it it uh it's a story of a of a guy who has an advertising agency and he's doing about a million so he's he's got about eight or nine employees everything depends on him and he's totally frustrated he's probably in his mid-40s and he goes to a friend who is an is an exit strategy consultant someone who you would hire to sell your business and um he says to his friend it's a friend he says uh i'm really interested in selling my business can you sell my business and the the consultant says it's not worth anything and he says what do you mean it's i do a million too how how on earth is my business not worth a lot of money and he says the actually con exit strategist basically says well who would want your job no one's going to buy this business because it depends on you and the story then is about how he goes back he listens to this guy this consultant he goes back and he re-crafts his business into a set of processes he actually dumbs down many of the things he does and creates a a business that can be replicated over and over and over again and then he eventually sells it it's a great story it's a little more tactical i think than the e-myth both are great books but i also want to tell another story i i saw i was listening to uh john has a podcast john murillo has a podcast called um well if you look it up it's got let me just see i can't remember what's called because he's recently put out a book too i think his podcast is actually called built to sell but he did a podcast a couple of weeks ago a guy called michael dash and uh michael had a business that was doing about five million dollars and he went to sell it it's sort of an interesting struggling sales story but john was talking to him about um what was your life like and it was remarkable to to listen to what he said he basically said that he was and he wrote a book about this he's called he calls it chasing the high he was very egocentric he was constantly chasing the dollar never had any time never slept working 24 7. everything depended on him but he was young he was totally into it but john said what would you do differently now and he said well everything that i've learned what i would do now i would never do it that way again what i would do now is i would set up a system that could be replicated so i could have more time i could have more of a life so it was a really really great story but basically he said that we get brainwashed as children that money is everything that getting rich is where it's at and then we we work our butts off to make that happen so we're just working working working grinding it out grinding it out and so here's a question that i asked for you why are you here today what is it for you that you want to hear about business systemization put it in the chat box what is it that keeps you up at night is it that i mean we hear these stories we hear about people whose um wife is you know their wives are telling them you know you got to come home so i'm really interested to know what is it that what is the cost for you put that in the chat box let me know what the cost is for you um and then very quickly let me tell you what my story is because this is very similar to my story i started a software company in new york city in 1983 and this was back in the days where we computerized art galleries and they didn't really even have hard drives for computers in 1983. we ended up buying a 5 megabyte hard drive for an apple 2e which was 5 000. it was about this big and five grand for five megabytes if you guys know anything about megabytes right now you'll know that probably one song on uh like that you download from spotify or something like that now takes up five megabytes i mean it's it was remarkable this was just in 1983. think of how much has happened since then but i was young i was in my uh i think when i started that company i was 25. i moved from toronto to new york city i was computerizing art galleries it was this amazing experience i had a ton of fun but i lived on a boat on the hudson river on the upper west side rent was cheap super cheap um i was young i wasn't married i i you know i had a girlfriend or something like that but i worked 24 7 and it was really hard to find good employees and when i found a good employee it was really hard it took a long time for me to get them trained and up to speed and then once they got trained and up to speed they often left because you know people change i don't know whether it was my management style it may have been who knows because i would get frustrated and and i was angry because i was working all the time but and then i eventually sold that company and i sold it for exponentially less than what i thought it was worth and i thought about that and when i read john warrillo's book built to sell that was my story everything depended on me if i wanted something done right i had this attitude that i had to do it myself and so it was a huge cost for me i spent 10 years in that business and i have great stories to tell i mean i computerized andy warhol's gallery i mean i just have incredible stories to tell about life in new york city and dealing with the art community but uh it my experience looking back on it it was not rewarding it was not profitable um it wasn't a great experience but i was young i could start it again and so what i'm saying today is that you don't want that to happen to you you know if you're in your 40s or your 50s it's time to start focusing on selling your business john morrillo tells a story of uh he was he was taking a course at an entrepreneur's course at mit and he walks into a lecture and the guy lecturing says i want everybody who all the business owners out there who are selling their products and services put their hands up and almost everybody put their hands up then he proceeded to scold them and say that is not your responsibility your responsibility is not to sell your products and services your responsibility is to hire someone to sell your products and services so you can focus on building your company up to sell it so you can focus on building your company up to sell it if your business is process dependent if someone can look at your company and see how they can exponentially grow that business because of all of the processes you've got to prove how you generate sales how you close sales how you deliver on the promise of your sales someone's going to buy that business for a ton of money and if you've got those processes developed well you don't even have to worry about selling your business if you're if you don't want to in one of my presentations i talk about three types of business freedom i talk about when you start a business there are three reasons why you probably want to start a business one is you want to do what you love doing two is you want to build it up and sell it and three you want to build it up and be able to call in for the from the british virgin islands or you can just put your favorite vacation spot in there there are usually three reasons why you own a business you do not own a business to work your ass off and then later on not have it work worth anything or worth very very little okay so enough of that but i am interested what is why are you guys here today let me know in the chat box what is the reason you're here uh that is a really important reason if you can write it down if you can instead of it being up here in your head if you can actually get it out of your head on paper it makes it way more real okay so let's jump into the presentation today vision the first step of a business systemization plan is vision oh and by the way i'm only talking about the plan today there are two reasons why most businesses fail to systematize one is they don't have a business systemization plan two they don't have a business systemization tool so i'm not going to talk about the tool today we have developed a tool if you're interested in seeing a demo of touchstone in fact if you are interested in seeing a demo of touchdown how i walk you through this entire five-step plan using the touchstone business system using the software go to our website businessdesigncorp.com and you'll see a button there says demo click on the demo and um it's the first option uh watch an online demo and if you click that button it's about a 20 30 minute demo where i literally walk you through these five steps using touchstone we're not talking about the software today we're just talking about a plan so that said you could do all of this using google docs word docs spreadsheets powerpoint presentations video cameras problem is if you do that and that's how most people get started they they read one of these books there are tons of books out there that tell you you got to systematize your business people feel the pain they start writing processes and then they just get this mass of documents and spreadsheets and some are on people's local hard drives and some are on your network drive and some are up in google docs some are in dropbox their videos checklists word docs powerpoint presentations it's a mess and we've coined the term sop chaos standard operating procedure sop chaos so many companies come to us because they are in sop chaos their processes are you can't find them and people are looking for them they waste all this time trying to find their processes they can't find them and if you can't find them they're not going to use them and if they're not using them they're not going to be current so if they spend all that time looking for the process and then they finally find it and it's not current we don't do it that way anymore what's the point so a lot of people come to us in this state of sop chaos and we help them organize and implement their operating procedures so it's simple okay so let's go to vision um puppy over vision now a lot of people say what's vision got to do with being a process dependent business um it's not really a process is it well actually creating your vision is a process and we'll talk a little bit about that but so what is a vision a vision is mission purpose and values and a lot of people say well vision statements i'm not talking about a vision statement and i'm also not talking about a business plan a business plan is a really valuable tool well we're not getting into that here what we're talking about now is actually having getting it out of your mind what you want to create in the future getting it out of your mind and getting it on paper so first of all mission purpose and values mission this is your big hairy audacious goal let me just get some markers here what uh i think it's uh what's that book good to great by jim collins jim collins writes has a book called good to great and he he talks about something called a bee hag your big hairy audacious goal so in your mission you want to write a few sentences that describe what is the business going to look like say three four five years from now how many employees will you have what will your revenues be how profitable will you be how many clients will you have just just write a few sentences that describe what what's it going to look like three to five years from now the importance of this why you want to do this there's studies that show that if you do this if you write this down if you communicate this to your team you have a 300 percent better chance of achieving it 300 percent if it's up here if it's in your mind if your people don't know what you're striving for i don't know how do you get there if you don't know where you're going if you can't describe to me where you're going how are you ever going to get there um we have a client that we that was a lawyer and i was working with him years ago and when he first came to me he talked about how he had this uh this vision and he never wrote it down unfortunately but he had this vision to be um a nationwide law firm at the time he was a very small boutique firm and he started to grow so and he needed to hire another employee i think it was a legal secretary or a paralegal and he found this gal who came out of a very high-end nationwide firm and he went bingo there's my first employee that's going to fit into my vision now remember i said he hadn't written down his vision he didn't use his vision during his onboarding calls so he hires this gal and she's fantastic and she works with him for about a year and then he goes to open up his second shop his second store and she quits and he goes what happened why you know i need you and she goes i never joined this firm for it to be a big firm this is the first i've heard of it i wanted to get out of corporate law and get into a really small boutique firm and that's what i saw with you so he made this huge mistake by not sharing his vision with her when she came on board he could have saved all that or maybe he could have saved her and said but it's going to be like a boutique firm we're just going to grow nationwide or maybe just work in my one law office and you can you can you know it'll be a boutique firm here but he never shared that that vision so that's why it was important so your vision is three parts big hairy audacious goal couple of sentences that describes what is your big hairy audacious goal the other two are sort of more personal purpose this is your why okay this is your why why did you start this business and maybe some of you are going to say well it's to make more money and um i would say well why do you want to make more money you know we there's a there's a great uh exercise that we can do to discover what you're why it's it's it's this is a this takes practice to try to figure out what your purpose is why did you start your business um but and then there's a great uh there's a there's a great youtube video by a guy named simon sinek who who talks about uh purpose i'll tell you about my purpose and i'm only saying this it's sometimes it sounds a little cheesy but when when i actually drilled down and and why do i do this what is it that gets me out of bed in the morning when i wake up in the morning and you know one of those mornings where i'm just thinking uh man i don't know what to do today i'm just you know you know we all have those mornings what is it that when i get into work i love this i love doing what i do why and i say that it's a little cheesy for me to say this because why i love doing this work is i really believe i can save your life people come to us and their their their business has completely consumed their lives and if we can systematize it so that they can get out of their business and their business is running successfully and they can get back into their life we can give them more life then that's an incredible feeling and it doesn't happen with everybody but when it happens it's incredibly rewarding so my purpose when i just shared that with you is something around being able to change people's lives i want to make a difference in people's lives values usually a set of say six to ten key ways of being in your business so we have a set of values like leave your ego at the door when one of our employees comes in and talks to us if if they're way up in their high horse we just say get rid of that ego another one is always do the right thing and i'll give you a story of this and it's a little embarrassing for me to share this story but we had a client once when i was doing a reconciliation of our accounts that i found out we were charging him for two touchdown accounts and we've been doing it for about six months i don't know how it happened but it happened and so i went and sat down with shannon and we talked about this and i said you know what should we do because it was a little embarrassing and shannon said well one of our values is we always do the right thing what's the right thing to do and i said well the right thing for me to do is to go to the client and eat crow tell them what we've done give him six months of his money back and you know that would be it and so that's what we did so in our business it's always do the right thing but we have about six to ten values why do you want to do this well this is a key reason 300 percent but also every time you onboard an employee you're going to share your mission purpose and values where do you want to take this company is this person on the right bus are they going to to a destination you're taking them to a destination do they really want to go there do they believe in in what you why you started this business do they believe it if they don't believe it they shouldn't be there they're going to sabotage your company they've got to be authentic and then values how do we how do we work here what are the things that we hold sacred and you can manage people and hold people accountable to these values so mission purpose and values this is a very quick exercise and um we actually have a really a great set of steps that we walk you through this so as touchstone users i'm i'll i'll share pieces about our software as i go through but they're actually parts of our software where you can download uh consultative type processes from a library and we walk you through this we've got some great videos and some great exercises to help you with examples to help you create your own mission purpose and values and that's in in our process library um how do you do this you can do it alone if you're a small on like a solopreneur or just you're just a small business with two or three employees you can do this alone you can do it with a consultant you can do it with your wife um we have i think we have someone today here who uh is a law firm and he has about five employees i think four or five employees and he did it with his whole company he brought them together and he asked them to you know come together with these are what i think they are what are yours because it was something new to him um so there there are lots of different ways that you you can do this um i i just like to consider it it's like a brainstorming session we throw all this information up and then synthesize it down into you know a few sentences um this is going to be a couple of sentences this is going to be a couple of sentences and you're going to have maybe six to ten values here um okay let's talk about step number two step number two is organization chart so first of all uh organization chart what's that got to do with processes you might say well first of all when you when you write down your vision you're going to come up with with uh you'll probably start figuring out how many employees do we have how many do we need how many sales people do we need how many people do we need in the office how many crews do we need out there in the field the org chart is going to help you figure out whether you've got enough employees and there's an excellent exercise where you can actually figure out in terms of salary does it make sense does your organization chart actually makes sense you can be realistic with respect to the number of employees you'll need to achieve your vision it's also going to help you determine who you're going to hire next it's going to determine what you need them to do it's going to determine what your expectations are of them and how long it's going to achieve for how long it's going to take them to achieve those expectations we can't i can't tell you how many times i get someone who comes to me and says i don't know how i'm going to replace diane and i sort of go to them and i say well where's diane on your orchard and they say well she's sorry she's my receptionist but diane does everything so think about that how hard is it to train someone to get them up to speed when they do everything in your company an organization chart is going to help you start seeing the roles and the responsibilities in your company you can't hire somebody that does everything another great story i had a client who was an energy consultant and he had this really great um receptionist slash bookkeeper receptionist bookkeeper i mean two totally different ends of the spectrum into types of work but basically a a receptionist is like a people person like a salesperson what i like to call they do heads-up work a bookkeeper is they're like all into the details they're like urchins they're they're focused on dotting the eyes and crossing the t's they are not usually people people persons is that right yeah something like that so but he had this gal who was both i don't know how he found her but and then she left and he said well i need to hire another diane we'll call her diane and i said larry you can't do that it's gonna be impossible to find this person and he said no no i did it before i'll do it again and he did he hired this person who was a bookkeeper and she was a terrible receptionist when i called she'd go hello uh and she'd name that the company reliable energy concepts and i'd say hey is larry there please and she'd go well may i ask who's calling i say it's michael mills and the next time i called up it was the same thing same thing she never remembered my name she never remembered why i was calling and she was just terrible and finally larry had to replace her and hire a bookkeeper and hire receptionists so your org chart is going to help you do this it's going to help you figure out the roles and responsibilities in your business so that you can hire someone for that role and you don't have to hire another diane future versus current generally we recommend creating your future business you're going to find that your future business is very similar to your current business it's just going to have more people so right now you might have uh um you know in your sales department for example you might it might just be you as the sales manager and you might maybe have a outside sales person and an inside salesperson on your future or chart and maybe a lead generator so sales manager outside sales person inside sales person lead generator and in a growing company you very well might be in all of these positions right now but this position is not called dan this position is called sales manager outside sales inside sales lead generator and dan sits in all these boxes right now but in the future i'm going to get a lead generator so as i'm sitting in this box i'm going to take off my sales manager hat i'm going to put on my lead generator hat and i'm going to focus on the processes that someone in this position would be held accountable to the processes that i would use to train this person and then i can get out of this box and go into this box and leave behind a set of processes that someone in that box will be trained on how does it usually work usually what happens is i'm doing all these things this is my position called dan and i'm crazy busy so i'm going to hire a lead generator i don't have any processes i'm just going to hire a lead generator maybe even i'll find someone who's a good lead generator and he'll bring his processes to me so i get out of this box and i go up here and i'm crazy i don't have time to train dan i just expect him to do what he needs to do i don't give him any processes and what ends up happening is it doesn't work out and so i'm out of the box back in the box out of the box back in the box and i don't know how to grow my company because i'm not doing it right what you want to do is leave behind the processes in that business position that role so that i can now go back and train that person and i leave behind all those processes so that so that they can know what to do know how to do it know what's expected of them so we generally recommend that you create this future company because if in your current company this is all you've got you might just have a box called sales when in fact it's actually one two three four different boxes so it it makes sense to go to try to do your future business that's the best business practice um some people are afraid to make this decision because they think what if it's not right i just i just say in those situations don't worry about it establish your assumptions write down your assumptions again if you're using the touchstone tool it's very simple to modify your work chart and you will do this on an ongoing basis during a strategic planning session which again is another process but you'll do this on an ongoing basis to revisit your vision to make sure that what it is that you're doing is what you want to keep doing and is the size that i mean originally when i started this business my original goal was to have 50 e-myth consultants i wasn't a software company when we started we we were going to be 50 e-myth consultants after the first year we had five consultants and it was like hurting cats it was insane and we did a strategic planning meeting and we decided i don't think we want to do that anymore what do we want to do and and eventually we came to this place of really focusing on helping small business owners systematize their business very tactical and um really getting results that's what we really wanted to do so that's why we created the software application that's where we drove our our business our destination shifted but without thinking about the future and writing it down and challenging it and what have we learned over the past 12 months i don't think we would have ever gotten there so this is an excellent uh first step how do you do it um so think about your business as having sort of four key functions um so so basically how do you do it let's start out here with the boss you know the the president and then you've got sales over here you've got operations here and then you've got finance you know finance admin all that stuff over here so these your four key functions are sales number one operations number two finance number three and then the fourth really is what i would call management or strategy and so it's sort of this one and because you're going to have managers eventually in all these boxes so in finance you're going to have things like a receptionist an office person a bookkeeper maybe you're going to have um accounts payable clerk and accounts receivable that may be one person or maybe it's two people and then under operations you might have consultants or technicians or customer support people and then under sales again you might have outside sales inside sales lead generator so if you start thinking about your business in these three core categories it makes it a little bit easier to think about who do you need how many do you need and again don't worry about making mistakes just write down your assumptions why you think you need this many people um so i think that's everything i've got on organization chart okay so step number one vision step number two organization chart now we're going to start getting into the nitty gritty of processes and hold on a second cheers process organization so if i was to say sit down and write a list of all of the processes in your business you'd you know take a piece of paper start writing your processes down yes you could come up with one big list right one big list of processes but what we encourage you to do is to departmentalize your thinking again remember a moment ago i said think of your business as having four key functions so what are the processes for getting the business so these are going to be your your sales and marketing processes what are all the processes that you use for sales and marketing and in fact you might even break these down into to make it a little easier so we're departmentalizing our thinking in fact what i want you to do is think about sales and marketing processes all of your sales and marketing processes everything up to the point where someone becomes a customer so what is it that happens in your business that tells you that this prospect is now a customer is it a contract maybe it's a contract maybe it's a handshake maybe it's a verbal agreement maybe it's a deposit on your services whatever it is everything up to that point is a sales process okay so we don't have to think about any of this right now we're only thinking about sales and marketing now you think about sales and marketing what happens in sales sales and marketing well first of all you generate leads right you advertise so we might call it lead generation or um advertising and if you think about what types of processes that you have here you might think about things like well i advertise on facebook but we get referrals we have strategic alliances who refer people to us i i had a um what's what's the dentist called that does root canals i'm spacing on on but she she had uh strategic alliances that were uh that were general practice dentists and one of her strategic alliance processes is she went to to i think she had about 10 or 15 dentists and she had a lead generation person who would go out once a month and deliver some little goodie bag to each one of these dentists to remind them that she's here for their referrals for people who need root canals she probably sent candy or something like that i can't remember what she did but that is a lead generation process that was given to a specific box or role on her org chart so lead generation advertising um let's see what other ideas you might do website seo advertising blogging newsletters so so write down all of the processes that you can think of that generate leads so what happens after a lead comes trade shows that's a lead generation process you get a lead at a trade show what do you do next well this is what we're going to put into another category that we might call um sales or uh lead conversion that's what we used to call it in uh e-myth but basically nurturing these leads into long-term loyal clients so qualification call you get a lead you don't just race if you're a landscape or something you get a lead you don't just race out there and and look at this person's garden and you find out that they've got this little patch of grass then they want you to cut it once a week that does that's not going to pay so lead conversion uh free consultations um estimates proposals that would fall under lead conversion what are the things that you do once you've got a lead what are the things that you do to determine whether that lead is worthwhile going after and what do you do to go after it and then the third part of sales and marketing processes what is what we like to call maybe client reconversion client reconversion so client reconversion is um retention what do you do for retention so maybe you have uh events for your uh existing clients um you know an outside barbecue they they do this in with real estate companies and things like that maybe you have a special newsletter that goes out to to existing clients with um new ideas how they can use your services how can they can take best better advantage of your services maybe you have um thank you cards anniversary cards birthday cards uh maybe you do support videos or informational videos so things like that customer satisfaction surveys to find out you know what are people loving about your services how do you create a tribe in your organization where people love what you do because you can then take this information and generate leads from it so this can then become sort of a cyclical thing so you see how we're starting to departmentalize our thinking i ask you to think of everything that happens up until someone becomes a customer and and again you could just write one list you don't have to worry about these blue subcategories but sometimes again it helps to think well what do we do to generate leads what do we do to convert those leads and what do we do to keep those clients in our in our family doing the business doing the business is basically everything that's related to delivering on the promise to your clients so we might call it client fulfillment and client fulfillment customer service things like that so what are all of the things that you do for your clients so this is everything that's directly related to the people that you sold in delivering on the promise that you made in sales so this is this is something that you probably know really really well in fact one of the things that we say is that um these these two key functions of a business are what we would call client focused processes these two key functions are more business focused processes so um that's i'll explain more about that in a minute so client fulfillment what are some of your client fulfillment processes um so again think of anything that you do if you're if everything that you do for your clients let's just jump into running the business because this is different for everybody who's on the call right now but almost everybody has lead generation processes and lead conversion processes and client reconversion processes running the business this is going to be your financial processes your administrative processes your it processes and your hr type processes and you might say i don't have any hr processes we're too small to have an hr department of course you have hr processes when you hire someone that's an hr process when you fire someone that's an hr process um so everything that is sort of going on behind the scenes is going to be part of your running the business so how you answer the phones um how you greet clients and prospects how you file stuff how how things get filed if you've got a new person who's running your office and they're not there one day you want to have a process so that you can find the files that you filed away this could be electronic or manual in terms of finance you've got things like payroll accounts receivable accounts payable invoicing purchase orders things like that bank statements and credit card reconciliation in terms of of it type stuff backing up your computers or you know how do you do firewall protection uh how do you what about computer and internet usage emailing all those types of processes so so again uh those would be the processes for what we call running the business and guiding the business how do you get the business from where you are today to where you want to get to so these are going to be processes for strategy and management i'll just use mgt for management um how do you guide the business from where you are today to where you want to get to so i i mentioned a moment ago that these were basically client focused processes client focused and these are business focused the reason i mentioned that is because we actually have a ton of pre-written processes that are business focused how to hire someone how to fire someone how to do an exit interview how to do payroll how to do receivables and payables how to do pos all these types of processes that are basically business focus they they really don't change from industry to industry and business to business we also have a bunch of processes for sales and marketing but again these tend to be a little softer because how you do business is what sets you apart from even your competitors so how you sell something if you're a lawyer how you sell something is very different than how you might sell something if you are a consultant or a chiropractor or something like that so they're very different and then this area doing the business is very specific but the good thing is is that it's this area that you're you usually have the most acumen you you usually have the most the best understanding of what's going on in your business how to do it and also you probably have a pretty good handle on stuff here although it's probably not systematic um you would really want to start looking at how systematized this is and start getting your your key indicators in other words how many leads do i need to generate a sale so and what do i do in the lead conversion process to make sure that sale happens what happens consistently over and over again so that i can if i get 10 leads six of them are qualified and have six qualified leads uh four of them become long-term clients so process identification is is all about listing these processes out okay is anything else um no i think that's everything okay next so now you've got this vague list of processes you've got all these processes listed out right who's going to do them and everybody doesn't do everything one of the things that we say is if everybody does everything nobody is accountable for anything if everybody does everything no one's accountable for anything so there are roles and responsibilities in the organization and you want to take these processes and link them to this role so if this is one of your lead conversion processes a free consultation well who does it maybe the customer support person does it and maybe the uh the inside sales person does it so two people can do this process so you're going to start linking these processes to boxes or roles on your org chart so this again is why you want your org chart that's why org chart is such an important part of creating a process dependent business also all of your employees you've got joe sarah melissa well maybe sarah is in this box and maybe melissa's in this box and maybe joe is in this box so now if you're linking the processes to the boxes and linking your employees to the processes then joe knows exactly what he needs to be able to do the job that you need him to do joe does not need this accounts payable process that's the process of the apar person and maybe that's um jeff's role so it's joe should not have to be filtering through the accounts payable processes are all the processes that you've got in a complete mess on your drives trying to find what he needs if you've linked all of your employees to roles and you've linked all of your processes to roles then people know what they're supposed to do it's easy to train them it's easy to manage them it's easy to hold them accountable for what you expect them to do this is what usually happens in a company i need to hire a new inside sales person so i hire melissa but i don't have time to train her so i just say hey melissa do what i do this is what we call the tribal method of training and the tribal method of training people retain about 18 of what you tell them in the tribal method of training i don't have anything written down i just got to tell you what to do you'll figure it out i figured it out you should be able to figure it out and so um you know i'm telling her what to do she's started trying to figure it out and then i take off and i assume she's going to figure it out well she's going to figure it out on her own she only retained about 18 and she's either going to figure the rest out on her own or she's going to ask some other guy maybe it's it's fred who's another inside salesperson she's gonna ask fred wait you know mike told me to do it this way how do you do it again well fred only learned 18 and figured it out himself so he's going to start telling her what he does which might not be what you want so having all of these processes documented so that you can use them to train means that there's no excuse it's like um fred i taught you how to do this and it's right there here it's right in this book right here or in what we would say it's raining your touchdown account just click on touchdown it's right there so what happens now when something's not going right so this is what i like to think of in terms of a management process what happens now now if fred is not achieving what i'm expecting him to achieve i have a conversation with with fred and i say hey fred you know i trained you in all of these processes and they're all available to you at the click of a button are you following the process the answer can only be yes or no there's there's no in between there's yes or no if it's no i say well you know we're a process dependent business and we follow processes here so i want you to to let's go back to that process i'm going to retrain you in that process and step by step we walk that person through that process again i don't have to get upset with him i don't have to blame him i don't have to be angry for his insubordination i just have to say hey here's the process and hold him accountable to the process and i might have to babysit him for a while to make sure he's following that process but only for a bit and then i should expect that he follows this process as his manager so i'm going to check in spot check occasionally to make sure he's following that process if he fails to achieve my expectations i'm going to come back to and say hey fred are you following that process yes or no if it's no it's like hey wait a minute you know i've now trained you twice three times i'm gonna train you and i just shouldn't have to train at least in our company training someone three times if they if they're not gonna follow the process after the third training it's basically a come to jesus talk and say look sorry um and so basically someone will self-fire because they don't want to be in a business that is process dependent and if that's the case they shouldn't be there if you're a process dependent business but maybe he says yes i am following the process i don't know what's going wrong so together you walk through the process and you say is it still working and maybe you meet with one of the other inside sales folks and you say hey jeff whatever no jeff's the accounts payable um craig or greg um you're an inside sales guy are you following the process and greg says well actually i've do a few things differently now and so together the manager fred greg and the manager meet and they find out let's innovate this process greg's doing it great and so i innovate the process together we innovate it and then we train fred on that innovation there's a great thing we did with with some clients i call it cloning your rock star we've done this with a couple clients what we did is we interviewed the client so so we have this client who's an hvac company hvac and plumbing company and if your hvac goes out and um you you call one of these guys this is a guy that comes to your house in a truck and looks at your furnace and says okay um you need to do this these guys usually have five six 10 20 30 trucks out in the road um so this these technicians they go out and they're trained to do an evaluation of your whole hvac system but some guys weren't doing that in this company some guys were just going in and fixing the problem so fixing the problem might be 120 and two things happened um that problem is usually a symptom of something that is way worse so two weeks later three weeks later a month later the furnace craps out again and the client's upset you were just out here fixing it it should be fixed and they're upset they have a guy in their company his name is kyle and kyle did a great job he would go out and he would meet with these clients and he did exactly what he was meant to do and most of the time he would come back with with these sales these great huge sales for completely new furnaces and hvac systems now he wasn't selling something that the client didn't need what he was selling was something that was going to solve the problem not just take care of the symptom and so kyle was this what we call a superstar salesperson so we interviewed him we did it online just like we're doing today we we recorded the interview and i sat with him plus his boss plus the owner of the company and they asked him questions and they walked him through the entire process and we got down into the details like okay well what happens when you arrive at the client's site and he said well i park my car or my truck and i go to the door and i knock on the door i don't ring the doorbell because knocking on the door is a little more familiar than ringing the doorbell and then i take a step back and turn slightly to the side and when the person answers the door i introduce myself hi my name's kyle i'm with abc hvac company is my truck parked okay and the person would look and say oh yeah that's good and then he would come into the house and he would look around and he would be looking for for you know does this does this homeowner have children how old are their children are there trophies oh i see your are there giants san francisco giants posters on the wall or something like that and he would say oh you're a giants fan i'm a cardinals fan or something like that um so he starts creating a relationship but we walked through every tool he used and how he presented it and we created a process for this and then the owner and the the sales manager of the company took that process and trained all the rest of the technicians on this process and their sales skyrocketed now one of the key reasons that happened there is what they found out that the technicians they don't want to be selling and so what we proved to them is that they weren't really sales people they were analysts they were technical analysts they were going in and looking in the furnace and they were seeing mold and they were showing the client do you see that mold that's down there that mold is getting sucked up and it's blowing through all your house and the mold is caused by water dripping down from your condenser and it's dripping right by the the fire that is keeping your furnace going so like it's there's electricity water fire mold it's all together in this one component and then they would ask something like when was the last time you had your furnace inspected and they would sort of look at each other and go well we you know it's been running for eight ten years we've never had it looked at and they would say well it's something that you should probably have done once a year but but that's okay um so and they would go out to their truck and they would write up uh a series of proposals and they would they would come back in and they would ask can i can i present to you my findings and the homeowner would say sure what did you find and they basically laid out i can fix this issue right here but it's you've got more problems than that so here's a few recommendations we could do this and this is how much that's going to cost we could do this and this is how much that's going to cost or we could do this and this is how much this is what what would you like us to do and most of the time these clients would say i would really like you to do that last one and he'd say great what i'm going to do is have a design consultant come out and basically look at this whole situation and give you a proposal and that was that was his job so um basically all of his processes were were linked he knew how to do it and when then we used those processes to to train the other uh the the other texts okay let me just see if there's anything else that i want to say about process and employee linking i think that's it okay last step so now you've got your vision you've got your org chart you've got all of your processes identified you've got all those processes linked to roles on your org chart and you've got your employees linked to those roles on your org chart and now it's the tough part you've got to write these processes when you went through that process list in step three you might have had a hundred processes you might have 200 processes i had a client that had 1100 processes if you have 1100 processes if you have 100 processes you're going to go oh my god how am i ever going to get these written but if i said to you well you've only got 10 processes you'd say oh i can do that so what happens here prioritize write implement repeat if you have 100 200 300 processes stop thinking about that that is not going to get written in two weeks a month even six months probably prioritize so think about your processes and there are three ways that you can sort of prioritize your processes by position are you about to hire someone are you about to hire a bookkeeper are you about to hire a sales person a lead generator a technician what are the processes on that job description you've been working on them by linking them you now have these roles with all of the responsibilities on them and you've linked them by position so who am i about to hire next let's look at their job description and look at the processes that are on their job description there might only be eight to ten processes let's write those processes and then we can hire this guy and we can get them up to speed really quickly and we can hold them accountable to the processes in which he was trained so that's one way by position maybe you're not about to hire someone so is there an area in your business one of those four key functions maybe one of those subcategories within a key function that needs help how good are you on your sales conversion for example you've probably only got about four processes in that box focus there write four processes and then train someone implement means train this is just another word for implement i spelled implement wrong i had to add that's this t and this is just another word for training implement those processes and then once you've got this set done or you've got this set done go back find another set of eight to ten processes prioritize what is the next set of processes to write in this way you're going to get your processes written because you're focused on a small set of processes that you can write and implement there's a third way here um in the uh in the e-book i wrote i talked a little bit about this what is it that you do currently that you shouldn't be doing um i once sat down with a business owner and i asked him what he does he was an insurance guy and i asked him you know tell me what you do and he went through a list in fact i gave him this great uh little process called the task delegation process and over a week-long period he wrote down um what it was that he was doing not how to do it but what it was that he was doing and um then i asked him to to three categories could he delegate this yes or no if he could delegate it does he need a process or does he need a person so three columns well one of the things he said and phil if you're still with us um is an insurance guy one of the things he said is the mail system he said he could not delegate the mail system and i said respectfully i said are you sure let's let's talk about this process and he he said i said why and he said well it's just i'm the only one who can determine what mail goes where and i said well walk me through it what is the thinking that's going on in your mind and he walked me through step by step his mail system and when he was done i said okay we'll call him jeff again jeff i want to read through the process that you just gave me first you do this then you do this then you do this then you do this then you do this don't you think that you could give that process now to your um receptionist who receives the mail and he looked at me stunned he goes whoa yeah i could so by value he should not have been doing the the mail system we see a lot of people who are doing payroll business owners who are doing payroll who are doing accounts receivable who are doing collections who are doing invoicing who are doing estimating you should not be doing that unless that is your role that is not the role of of a of a president or a ceo that is the role of someone else in your company so you might want to start looking at what are the tasks that i want to get rid of what is the stuff that i shouldn't be doing it's low value low value content um so how do you write a process let me just quickly speak to this um one of the things i recommend is keep it simple keep it super simple in fact when you think about a process um in in the process of identifying when you're doing process identification what i'm asking you to do there is to just write the the what i don't want you to write how to do it so so facebook advertising is a what what do we do we do facebook advertising how is well first of all we go into the audiences and we pick our audiences and then we do this and then we do that and then we that's not something that you're doing in the step when you're identifying processes we're now talking about the how so now we're actually writing a process when you're writing a process what i recommend is first keep it super simple if there's too much content in your process it's like getting one of those emails where there's too much content in the email you're just gonna delete it well in processes you're just gonna people's eyes are gonna glaze over they're not gonna follow it so keep it simple when you're writing the process i like i like to call it sort of my 30 000 foot view the first step is just to name the process and then write some key steps i do this do this do this do this that may be all you need you'll find out when you train someone so now i sit down and i train joe how to do that collections process and joe looks at me and goes well how did you get from this step to that step and that's when i realized oh i need there was an assumption i made because i've been doing it so long there was an assumption i made that i'll put that step in and so we'll innovate the process right there so that's step two i like to call that sort of the fifteen thousand foot view the 30 000 foot view is where i've just i'm like what are the key steps in the process and a lot of times that's all you need because we're training human beings in this process we're not writing computer code we're training human beings so i've got those processes in there i've got those steps in there i go to train someone i realize i've left something out we innovate the process maybe that's all i need joe goes out and starts doing the collections process and my res my accounts receivables i still got lots that are 90 over 90 days i go joe what's going on so the execution or the implementation of the process isn't working i can dive in and go a little deeper and maybe write a few more he might say well i didn't know that you wanted me to make sure that there weren't any receivables that went over 90 days i can go oh yeah oops sorry i forgot to tell you that so keep it simple start with the very highest level is just broad strokes do this do this do this do this maybe that's all you'll need when you train you might have to innovate that process because now you're seeing you're actually telling someone you're communicating your process to someone else you might have to innovate it add a few more steps a little more detail and then monitor it watch it execute it see how people are doing in the um in the implementation of your process and then you might have to add a few more steps there you might have lunch and learns where people are getting together and they're sharing their experience of implementing the process or you don't have a process for that yet and you bring together your sales team and you write the process together over lunch the goal here is to make process documentation and implementation to make systematizing your business an organic thing it is not a project it is an ongoing organic thing and if you set up this foundation if you go through this five step plan you'll have set up a foundation for your process dependent business and then the this last step prioritize write implement repeat is ongoing okay i think that's it i do want to say before i go to questions um i do want to say that i'm going into again i said this at the very beginning but there is a course that i teach that many of you probably know about you can find the page that describes this course at our website www.businessdesigncorp slash systems scaping there's two s's right here systems scaping like landscaping like creating the landscape of your process dependent business so go there if you're interested in taking a deeper dive this is a 10-week course we're going to build your systemic infrastructure if you're interested go there and click reply last thing is there's a great video that um i'll send out today to everybody who's on the call and it's about there's a great video about this guy who takes jelly beans and maybe some of you've seen this video he's got one jelly bean for every hour of your life and he divides them up it's about a four or five minute video where he divides them up he said this is how many jelly beans it takes how many hours it takes for you to learn how to walk this is how many jelly beans it's going to be where you're going to be sleeping on average for the average human being with a given lifespan this is how many jelly beans you're going to be doing personal care like combing your hair and having a shower this is how many jelly beans it's going to take that you're eating one of the the the uh indicators is this is how many jelly beans it's going to take that you will be at work the number is 90 000 hours 90 000 hours is on average what human beings will spend at work and this does not account for what keeps you up at night for thinking about your work when you're on vacation for thinking about your work when your wife is talking to you about something at dinner for thinking about your work when you're at your child's soccer game or if you even can get to your child's soccer game i would say that most business entrepreneurs are probably adding another 40 to 50 000 hours on top of that so if that's the case work should be fun work should be enjoyable work should not be frustrating overwhelm anxiety worried about the money everything that we talked about which is the cost of not having a systemized business so that's it thank you very much everybody uh let's i'm just gonna go to the chat um so let's uh let's just see uh hey shannon or can i um hold on a sec can you unmute shannon are you still with me and can i hear you is another question um shannon maybe can you call my cell phone let's just i just want to look to see if there are any questions um because i have not been paying attention to the chat as we've been going through this so hold on a second um hey shannon give me a call um i'm gonna call you that's what i'll do um hey um were there questions okay so let me i'm gonna put you on speakerphone okay and i got you live here so um can you can you uh what's a what's the question um there were lots of questions by women asking why you are always referring to the wives i'm just kidding oh my gosh it's true i am so sorry i am so sorry oh boy if uh so shannon you should have been doing this presentation i am so sorry that's comply my apologies to all of the female business owners yeah my apologies to the fact that you're not sexist okay good thank you um someone asked that they have a concern that a key employee will get hit by a truck and then will struggle to recover i think you answered that pretty well when you were talking about how you create an organization strategy and then you assign keep you assigned processes to those roles and then you uh one thing the guy who run who is the key employee fills multiple boxes and then you kind of back your way out of that people dependency right that's that's sort of that whole conversation uh i i need to replace diane i mean shannon and i get this all the time where people say you know diane's gotten hit by a bus or diane's gonna quit and what does diane do there's there's no diane on your org chart where where is she well oh and so what you want to do is exactly what shannon was just coming back to is if diane is in a role there should be a set of processes that have been assigned to that role so i think what the caller is asking about is they're thinking too much about people it's time to start going away from thinking about people and thinking about roles or positions we shannon and i like to use the word positions because it's it's more classic old-school thinking but roles or positions boxes on your work chart um what else uh someone wrote in that what they want to get out of this or get in their business is to build equity in their business and get to the point where they are high producing and running smoothly yeah so one of the things that we strongly believe is that processes build equity um i've heard countless stories where businesses who have fully systematized their companies go to sell it and it's worth 20 30 sometimes 50 more and i think that kind of goes back to what michael said also about um you know the in the beginning about the building of processes in the business and how that can bring your business to the next level and allow you to scale yeah there are actually some studies that um that i've read that indicate that if you systematize your business if your business has a set of processes it's not people dependent it's process dependent your business is worth 25 50 sometimes a hundred percent more in fact um john warrillo the guy that i mentioned this book he's got another book called the automatic customer the book he wrote after this he talks about taking um companies like painting companies and converting them into subscription-based companies and uh this subscription-based company which is built with processes because he's always focused on processes it's worth multiples more than what it would have been if it was just a painting company so the more processes that you have in place the more valuable your business is going to be but but think of it this way let's say that you want to build a business that doesn't depend on you having to do everything that you've got processes and people are following the processes yes it's going to be incredibly more valuable for someone to look at that business because they can now see how to grow that business but you don't actually have to worry about selling it if you don't want to you can stand and wait until someone offers you the price that you want for it because you're not stuck in the business you're not this guy who's completely fed up with his business and wants to get rid of it because he hates his life you're living the great life your business is process dependent you're calling in for the numbers from the british virgin islands or you're doing what you love to do in your business and not having to do all those things that you don't love to do because your business has processes that people are following and you've got consistency and reliability so so processes will build that equity in your company and and i did mention this at the very beginning when we were first getting started i talked about my life with my first business which was computerizing art galleries and how i did not build any equity in it i mean i had this experience and i will also share one other experience with you in this business that shannon and i run we are process dependent and it allowed me to take a year off and travel around the world and come back to a business that was still thriving now i did a little bit of stuff it was a little bit like calling in for the numbers from the british virgin islands but we were a consultant company when we did this we were not a software company we were a consulting company in fact shannon ended up starting a software company while i was away so because we had processes we could do this and and i went on a year-long travel adventure with my wife and my 14 year old son it's the best thing i ever did it was the most amazing thing i ever did because we had processes so that's another story i talk about in the videos in our systemscaping course sorry shannon what's up what's another is there another question uh there's a couple more questions that i didn't answer over chat but i'll just paraphrase them here quickly um so the one of the questions was the five steps apparently assume that there's an org chart in place the org chart is derived from the vision just wonder if we have processes defined based on business needs and then proceed ahead to design an optimized org chart from the business processes so basically what he's saying is michael was describing vision org charts then processes and he's asking could it is it better to go in reverse vision processes than org chart my answer to that would be that we do recommend build your vision create an org chart or an org strategy that represents that vision of the future and then create the processes necessary to fulfill that vision so vision or chart processes and then assign those processes to positions on the organization chart having said that this isn't an exact science it doesn't necessarily have to be that way i think if it makes more sense to you to think of all the processes you need and then build the org chart then you know more power to you yeah and sometimes we get people who come to us who are stressed out they're they're maxed out they're at extended capacity with with work and they need to hire someone right away so where we go there is we focus on the position and we we dial in all those processes and then we come back to our formula later on so shannon is is basically talking about our a formula that we've developed i mean we delivered business systemization to hundreds and hundreds and hundreds of entrepreneurs for more than 17 years we've been doing this for how many years now channel like 22 years or something like that so this formula is designed after all of that so we know it's best practice but yeah it is a formula and you can you can do different things in it um anything else you want to say about that shannon um no i think i'll just end with this last question because i think it is it's a it's a great question that kind of brings all this to a to a good point um so i'm going to paraphrase this basically he's saying that they have tried standard operating procedures many times and many times they had failed because workers stopped using them basically so he's asking what is the answer to that supervision consequences a checklist how do you basically how do you make your employees follow the processes i think michael touched on this during his talk um and discussed how important it is to manage employees with the processes so getting those employees to follow processes is all about management so you have to turn your management team into a process management team where it is their prime accountability to make sure that employees are following the processes a process as a manager's best friend like you can't it's impossible to manage without them it's the kind of management everyone hates where you're running around yelling at people and saying you did this wrong and micromanagement and fixing problems i hate that kind of management all of us do there's a different way and the way is to have processes and manage the employees with those processes so like how michael described if you're having an issue with an employee following something you go back to the process with that employee and you start to say what's going wrong with the process let's go over it together what are we missing here does the process need to change do you need to change let's talk about it and it becomes about the process and whether it's accurate and whether the employee's following it and not about the employee and them being wrong and then being terrible if you consistently do this time after time your culture is going to change and your employees will change so yeah so can you see that what shannon was talking about is a conversation it's not an emotional blinding session it's a conversation it's an open and honest conversation where you're speaking with almost at a peer level where you're working with someone to try to figure out what the problem is instead of just getting pissed off at them and and letting them go and i'll add one other thing to that so that's for existing employees it it is challenging to bring up processes in to a business where you've got employees that have been there for 15 or 20 years and now you're telling them to follow processes but imagine bringing in a new employee if you bring in a new employee in a very systematic fashion so through the entire recruiting hiring onboarding training process that's very systematic first of all they're going to be blown away we hear this time and time again for people who have implemented the processes that we've got in our library for recruiting hiring onboarding and training they're blown away these employees are blown away because they're going wow everything is so well organized there's there's so little chaos that's happening and you've shared with me what i need to know i mean i'm paraphrasing but you shared with me what i need to know to be able to achieve what i need to achieve and i know what i'm supposed to achieve so it's much easier to hold someone accountable to processes when they've brought been brought in in a systematic fashion but shannon just explained how to get existing processes existing employees to follow processes also remember you are writing processes you are implementing processes to get things done consistently when i i here's another example and i'll end with this example unless there are more questions i we have a process here when someone when someone signs up for a new account we do something called the orientation or onboarding call with every new client so if you set up a new free trial of touchstone we're going to set you up to do an onboarding call because a lot of times what happens is people want to systematize their business they get a free trial and then they log into the software and they think well what do i do next you know and and the software is super easy to use but you got to know what to do it's not about how to do it in touch zone it's about well what do i do next so we do this onboarding call well we have a process for doing an on for scheduling that onboarding call and for doing an onboarding call my appointment center does not have to sit down and open up their operating manual and touchstone and look at that process every time she makes an onboarding call scheduled because she knows how to do it and it's only if we innovate it or change it or she stops getting people into onboarding calls that we have to have a conversation about it so i think that's important you're doing processes for creating the consistency so if you've got existing employees and they're doing a great job capture what they're doing and document it so that you don't lose it when they get hit by the bus and that bus could be a beautiful woman or a gorgeous guy that they see at starbucks and they flee to france with them or something like that so it could be anything you want to capture that knowledge if i hire a great lead generator because i don't have very good lead generation processes and this guy brings in with him some stunning lead generation processes and all of a sudden my leads skyrocket and my business takes off and then he leaves if i didn't capture those processes those processes go with that guy well it's my intellectual property because i paid him when he brought those processes here so you gotta capture those processes so it's a two-way street you implement your processes and you capture the processes that some of your key employees are bringing into your organization and it all gets housed in one unit that gets delivered to all of your people um okay shannon is anything uh just one else last quick question about the value of scripting in process documentation um we have a scripting template inside a touchstone i think that scripting is a great way to get intellectual property like michael was talking about into a process um like the example he used with the hvac company your employees are innately saying things in ways that work and they generally get that knowledge by practice and by being paid with your time in a sense to learn that so if you can get that down in writing you could do an audio file of it and put that in the process as a role play of how to say it that could be a really valuable way to transfer knowledge from one employee to another in a much quicker way yeah and and that audio file they're tools very inexpensive tools there's one called rev.com rev like rev up in engine rev.com where you can upload that audio file so you could literally capture it on your cell phone upload that file to a tool like rev.com and they will automatically transcribe it for you it's 25 cents a minute so you know uh a 30 minute i can't do the math right now but it's it's very little most of your conversations aren't going to be that way and also when you're scripting some people say well you can't script that because it's different every time i'm a consultant i ask these questions well yeah as you go deeper and deeper and deeper into the conversation it gets it can get a little bit different it can vary but there's a path that you're taking that you want someone to take so there's the greeting and then there's the first few questions there's the checking in trying to understand your clients needs and and challenges or whatever it is that you do those can be scripted what are the questions you ask to get the client talking and then as you listen and you dig in yeah it begins to vary and you might not be able to script some of those things although very often you can especially if you're trying to capture them and then you share content in sales meetings i always go to sales because i'm sort of the sales guys here but um it's almost in everything how you answer the phones i i tell a funny story if um when i go on holiday and you know you leave a holiday greeting that says something like hi this is michael mills thank you for calling business design corporation i'm away blah blah blah well it used to be that i'd be walking out the door and i go oh wait i forgot to leave that on my machine i'd go back how do you leave a message on the machine again and i'd i'd do it and i'd make a mistake i'd make him then 20 minutes later 30 minutes later i'd finally leave well now i have a script and touchstone i just go to the script and i say what do i say i just hi it's michael mills calling um thank you for calling businesses design corporation i'm away i don't have internet access blah blah blah and i just press done and it takes me two minutes instead of 30 minutes okay um so i think one last thing just remember this system scaping course it's uh if if anybody's interested we're taking a much deeper dive go to our website business design corps systemscaping and feel free to uh reach out to either shannon and i if you have any more questions um come to our site business design corp you can get a free trial of touchstone you can do a demo of touchstone um you can sign up for a free systemization call whatever we can do to help you with your business instrumentation needs just let us know and thank you for coming shannon thanks for your contributions too and we will we'll talk soon

Channel: Business Design Corporation

Views: 25,455

Keywords: business process management, business design corporation, business process implementation, business systemization, emyth, policies and procedures software, process documentation software, process management, process management software, scaling up your business, small business tools, sop software, standard operating procedure software, systems and processes, TouchStone Business Systems, how to systematize my business, how to systemize my business

Id: Gfd9iSERo18

Length: 89min 18sec (5358 seconds)

Published: Sat Sep 25 2021