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AN ENTREPRENEUR'S PLAYBOOK - PART 3

For the past three months, Rebecca Lockwood, Pinnacle Guide and former Certified EOS Implementer, has sat down with entrepreneurs walking them through "An Entrepreneur's Playbook," outlining different practices that are key to help one's business run at peak performance.
 
On Monday, October 4th, Rebecca presented the third and final workshop in the series focused on, "Process Takes the Pressure Off the People."
 
Building off of her previous workshops introducing What is a Business Operating System and Why You Need One to Truly Grow with Purpose, and Getting the Right People Doing the Right Things, Rebecca said the next step in completing a business operating system (having all of the people in your organization aligned around the same vision and strategy), is executing on that strategy through clear roles and responsibilities and individual plays.
 
STEP 1: IDENTIFY THE PLAYS
 
Work with your team to identify what plays need to happen. What are the important actions that people take in your business on a regular basis? Think about who's involved. How are things set up? Who's calling the shots? Who does what first? What happens next? What are the exact steps that will take them to the goal? These should be very clearly defined. For instance, they may be Sales, Marketing, IT, etc. You will likely come up with more plays than you can handle, so it's important to get aligned and agree on the plays with your team.
 
STEP 2: WRITE THE PLAYS
 
Then write down the plays, including an owner, and a goal for each process on how the play is successful.
 
There are two methods to document process:
 
Individual Owner. the first method is to assign one person responsible for actually drafting the play, and getting buy-in from other people who are familiar with the process to help refine and define it. This assigns one person in charge, with buy-in from other people.
 
Brainstorming Session. The second method is more of a brainstorming session and can be more fun and offer more buy-in. You may have an entire team brainstorm on post-it notes each step of the process, making it collaborative. One person would still be assigned to each play, though the approach to identify the process is more team-based.
 
Whichever method you choose, it's essential to get buy-in from the team who are actually following the processes. Writing out these processes in a checklist format is encouraged. Engage employees to understand that if you do this small checklist then you have more autonomy over the whole project.
 
Don't forget to also include playbooks for the client or employee journey, which often overlaps many different functions on the accountability chart. Once your plays and their processes are written, compile them to create a list of plays. (Ideally you would only have two pages or so per play.)
 
IMPLEMENT AND CHAMPION THE PLAYS
 
Typically, there should be at least one play per major function in your accountability chart (Sales, Marketing, etc.). Since there will be owners for each play, be sure they understand and explain why it's a priority to their teams. Make them the champion of that play and have them teach others. Rebecca likes to say, "watch one, do one, teach one." Print off a physical copy and send digital copy of the play to anyone involved. Include the playbook in your onboarding and hiring process.
 
In many cases, it may take 6-12 months to document the processes and train, train, train employees. If there are a lot of violators of the processes put in place, make sure they have a chance to weigh in. After all, it's a journey, not an event. Most importantly, leadership has to be committed to the playbook and endorse it for their teams to follow suit.
 
What plays do you have in your business and who is owning those? Share with us on Facebook, LinkedIn, and Twitter!


INDEX
  • AN ENTREPRENEUR'S PLAYBOOK - PART 3
  • AN ENTREPRENEUR'S PLAYBOOK - PART 2
  • WHAT IS UNIQUE AND DIFFERENT IN VERY SUCCESSFUL PEOPLE
  • WHAT THE HECK IS CRYPTOCURRENCY?
  • AN ENTREPRENEUR'S PLAYBOOK PART 1
  • WHAT THE HELL DO I DO NOW?
  • SUSTAINABLE ENERGY & YOUR SMALL BUSINESS
  • INNOVATE, UPGRADE & DOMINATE
  • RECOVERING FROM THE GREAT PAUSE
  • THE VALUE OF INCLUSIVE LEADERSHIP: PART II
  • THE VALUE OF INCLUSIVE LEADERSHIP
  • DO YOU HAVE WHAT IT TAKES TO BE AN ENTREPRENEUR?
  • DEAL CLOSING IN UNCERTAIN TIMES
  • WHAT IS A CASH FLOW FORECAST AND WHY YOU NEED IT
  • LEADING TO SUCCESS - LEADERSHIP HIRING DURING COVID-19
  • A NEW KIND OF ENVIRONMENT - THE EVOLUTION OF PEOPLE AND PLACE DURING COVID
  • SUCCESS BEYOND THE GREAT PAUSE CONNECTION, CASH, CREATIVITY & COLLABORATION
  • THE STATE OF COLLEGE IN 2020
  • TAKE PAUSE DURING THE GREAT PAUSE: A WEBINAR FOR DENTISTS
  • GET A GRIP! AND GET WHAT YOU WANT OUT OF YOUR BUSINESS
  • YOUR LEASE IS UP, NOW WHAT?
  • LETS TALK PE MINORITY EQUITY: THE ALTERNATIVE SALES STRATEGY
  • BUILDING A BEST PLACE TO WORK
  • GETTING YOUR BUSINESS SECURITY IN CHECK
  • SONGS AT THE CENTER LIVE AT GERBER! PART DEUX
  • MOTIVATING THE HIGH PERFORMERS IN YOUR BUSINESS
  • WHAT YOU DON'T KNOW... WAGE & HOUR LAW IMPACT FOR BUSINESS OWNERS
  • INTELLECTUAL PROPERTY AS A VALUE DRIVER FOR YOUR BUSINESS
  • COMPETITION FOR CASH
  • FOR BETTER OR FOR WORSE
  • HIRING THE RIGHT CONTROLLER FOR YOUR BUSINESS
  • GUYS' NIGHT WITH GERBER
  • LADIES' NIGHT
  • BUSINESS GROWTH MADE SIMPLE
  • SONGS AT THE CENTER. LIVE AT GERBER!
  • UPSTREAM GRATITUDE: CREATING A CULTURE OF GRATEFUL EMPLOYEES WHILE INCREASING YOUR BOTTOM LINE
  • DIGITAL DANGERS AT HOME
  • ORGANIC CONTAINER GARDENING
  • COOK HEALTHY, COOK EASY
  • HIRING IN A HIGH-GROWTH ENVIRONMENT
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