The Most and Least Effective Strategy to Becoming Systems Driven

Last week I wrote about the 7 biggest mistake organizations make when become systems driven. If you missed it, you can read it here.

I also mentioned that I would reveal a couple strategies often used when it comes to driving the process and making the transformation from a people dependent to a systems driven organization. So here goes…

The first thing to consider is that when becoming systems driven you and your business is making a shift in the type of work you are doing. Most people focus on tactical tasks and reoccurring events. These are important no doubt, but they are not strategic. Let’s put it this way. Most of the work being done in business is urgent important.

When becoming systems driven, we are engaging in important, non-urgent work. In other words, if you put it off for a day, week, month or year, the only impact is continued day to day frustrations, potential lack of growth, inefficiency, lack of certainty and a better quality of life.

If we put off the day to day, tactical, urgent important work it might mean a customer is not served immediately, payroll doesn’t get processed, office supplies don’t get ordered or the latest fire doesn’t get addressed. These are important and require attention. I get it.

So, here is the rub.

The urgent important work is always going to exist. It never freakin stops. Never, ever, ever. Believing there will be an opportune time to work on the strategic, business development work is faulty thinking.

So, what do you do?

You must disrupt the flow. I promise you; you and your team will get the urgent work done. It will get done.

Why?

Because you and your people aren’t working efficiently. Ouch. Hate me or disagree. It’s the truth. Unsubscribe below if you don’t believe me.

My proof exists in this very simple fact.

If I were to call one of your team members and schedule a call to discuss systems and culture development, their quality of life or even the weather, they will fit it into their schedule. They will still get their day to day work done. Every time. In 20 years of doing this work it have been my experience.

So, your people and YOU and have time to implement a systems development strategy.

The first part of the strategy is to recognize and be absolutely committed to disrupting the work that you are your people do every day and implement the systems development cycle.

Oh…one more thing. You must get your Master Systems List in place before you can fully implement either of the strategies. Simply said, a Master Systems List is your index of all your systems that are or need to be documented within your organization.

Here are the two most popular approaches to building systems driven business.

1) The 90 Day Challenge.

The 90 Day Challenge is a process where your intent is to move with as much energy, focus and speed as possible to get all your systems documented. The power of this approach is momentum and results. Your business will be quickly and effectively resolving problems and frustrations that you and your people experience. In addition, having a shorter timeline means that you keep the pressure on the process for a short period of time. As I suggested before, your business will be riddled with distractions and day to day work. Get it done and get it done fast is the key.

The disadvantage to this approach is the fact that your people are going to be under a lot more pressure to do their required share of the systems development process. You might be asking them to engage in several hours per week of system documentation, review and training. It’s worth it however.

Here is a scenario. Let’s assume your business has 200 systems to document and you have 10 team members. Each team member will be required to document 20 systems assuming they are all involved in the process. That decision is for another conversation. But let’s say they are all engaged. That means each person is going to have to document 1-2 systems per week over the 90 Day or 12-week period. That is reasonable expectation but will likely require about 2 hours of their time or more each week.

The advantage of the 90 Day Approach is you get it done and done fast.  Businesses that utilize this approach make a game of it, have a reward system in place and people feel accomplished because the time period is more finite and compressed. It becomes a project to them that everyone engages in completing.

2) As Time Permits Approach.

The As Time Permits Approach in full disclosure is not really a strategy but a default method that many organizations take. I wanted to share it because, ultimately, I would encourage you to avoid this approach. This approach adopts a similar strategy as the 90 Day Challenge or even a longer term like 180 Days but doesn’t establish an environment of accountability, expectation and follow-through. There is no challenge, vision or game communicated.

It starts with good intentions but falls short, often way short simple because they is not energy that creates disruption to the current day to day workflow.

If an organization adopts this approach they might, make the shift to becoming systems driven but there is no guarantee of that. Which is really a shame if they don’t.

There is also another unfavorable outcome and it falls on the business owner. or leadership. You lose credibility, because at some point, a vision of becoming systems driven was likely cast by you and chances are your people were inspired by it. In my person experience people love the idea of what system driven represents to them. They love the stability, certainty and order behind the idea. They don’t necessarily want to do the work to get there but they like the vision. Every business needs a strategy to get people to engage in the work which is why the leadership needs to create disruption. If the leadership casts the vision but doesn’t follow though then people lose confident in them.

I’ve experienced that firsthand, so I know. I’ve also seen it countless times in business when the As Time Permits Strategy is employed.

Adopt the 90 Day Challenge Approach

My recommendation is to adopt the 90 Day Challenge or even a 180 Day Challenge Approach. In doing so your business and people will experience rapid and significant transformation, you will experience collective success and the leader shows up as someone who is genuinely committed to getting things done even when it is uncomfortable.

Interested in taking on the 90 Day Business Systemization Challenge? Let’s connect and see if you and your business and you are ready for it. Click here to connect.

I’m afraid of being remembered this way…

I am not enthusiastic about the possibility that when I die I will be remembered as the “systems guy”. Can you imagine on my tombstone.

Here lies Eden Sunshine. He helped 1000’s of businesses become systemized.

All I can say is UGH… I don’t, or should I say, refuse to be remembered that way.

I’d rather be remembered for helping business owners and their employees to build powerfully effective, kick ass organizations that are fun and rewarding and serves their lives.

Now that lights me up…what about you?

I understand why people think of me as the systems guy. It’s because we talk about systems…a lot. Building powerfully effective, kick ass, fun and rewarding organizations that serves their lives requires a proven and efficient approach. Systems are the solution.

I started talking about and helping people systemize their businesses over 20 years ago. Many people didn’t get it then. They often confused it with technology rather than processes and procedures. The buzz word of today is Scaling. Everyone is talking about scaling their business.

The way to scale and grow a business requires a systems approach.

The key to success (scaling, growing, being kick ass, loving to own, giving freedom, add your own definition) of any business is dependent on the quality of it’s systems and if you want to improve the business you must improve your systems.

Even though people have been talking about systems for 20 years plus, I have still observed that many, or rather most, businesses have a hard time implementing and doing it right.

Here are the biggest mistakes I observed, and even made myself, when it comes to building a systems driven business.

1- The systems aren’t actually documented.
Every systems, process, procedure, policy must be in writing. A lot of business claim to have systems but in reality that have information that is stored in people’s heads and subject to memory and interpretation. Solution: Document your systems.

2- The documented systems don’t actually work.
Having documented system that have never been tested and validated to actually produce the desired result is a waste of time and effort. If you want to maximize your lead conversion effort and close more sales, make sure your system actually produces that result. If you want to hire the best talent, make sure you have a great and proven process for accomplishing that hiring the best people. Solution: Test your systems.

3- The system isn’t trained.
Not putting the time and effort to make sure people are trained to actually properly operate the systems is a major problem. I get it. People are already busy. The best companies in the world are very intentional about employee training. Whether someone is new to the business or has been with a company 20 years, they are constantly being exposed to training around core values, culture and systems improvement. Training is analogous to improvement. Solution: Train your systems.

4- No Accountability.
People must follow the systems. Period. Want to read more about accountability. Click here.

5- Systems are not accessible.
Make it easy for people to refer to and use the systems. Have a great online tool like our proprietary system call YODA or go could old school with three-ringed process manuals on everyone desk. Either way, the systems must be a finger tip or a click or two away.

6- The systems are not regularly evaluated and innovated.
As I said before, if you want to improve your business, you must improve your systems. The focus on improvement is ALWAYS on the systems. Read more about the systems improvement cycle here.

AND the biggest reason for failure in become systems driven.

7- Lack of commitment to the process.
We all get derailed. I get it. I’ve lived it through my clients and my own businesses. The tyranny of the urgent strikes us and the business and, before we know it, we’ve put the systems development process on the back burner, again.

How do you fix that? It begins with a commitment from the business leadership. Then an action plan is developed. I will share with you several proven approaches and actions plans that have worked for me and my clients over the years next week.

Finally, you are not creating systems for the sake of systems but rather:

To build a powerfully effective, kick ass organization that is fun and rewarding and serves the lives of the owners and employees. Systems are just the approach to accomplish that mission. The mission will inspire and enliven you and your people.

If we focus on that mission, together we all win. My tombstone changes, (yay!!!!) and your lives and businesses will be powerful, effective and serve your lives.

3 Reasons Why Your Culture Might Not Be Working and What to Do About It

Notable management expert Peter Drucker said “Culture eats strategy for breakfast”. It sure is a catchy statement but means nothing if we don’t understand what culture really is. Of course it would help to be clear on strategy too but that is for another time.

Most people assume that culture is parties and gatherings, creating fun environments, great coffee and company provided snacks. It is not, although might be by-product of a having a powerful culture. If we don’t understanding what culture is, how can we create one intentionally? We can’t. So let define culture before I share the four points that keep organizations from building robust, powerful and effective cultures.

As suggested, culture is not about parties and gatherings unless one of your core values has to do with having fun and creating a connected environment among your people. Culture is simply a commonly-held set of beliefs and values that get regularly acted upon by the people in an organization.

People Living Core Values = Your Culture

Let me offer an example. Let’s say you’ve adopted a core value of “We Get Stuff Done”.

The potential definition could be: Our team members regularly take active and passionate initiative and accountability to make sure that projects, assignments and work is being completed quickly, efficiently and resourcefully.

With this core value in action you would likely observe people being extremely focused and committed to their work and the company.

So culture is lived and observed through the active and intentional behavior of its people.

Now that we have a better understanding of culture, here are three major mistakes that organization make that impact the quality or even existence of an effective and empowering culture.

1) Not Having a Well Articulate Set of Core Values
Not having core values well writing that describe the desired behaviors in details is the first big mistake. The value itself must be defined. Having a value like – “We are a Great Team” without a detailed description leaves the desired behaviors too open ended and subject to misinterpretation.

In addition, having a set of core values written and just posted on a wall has no punch or value either. It might serve as a reminded to people what your organization stands for but the context must be articulated. This leads me to the next mistake.

2) Not Spending Sufficient Time Training People on the Core Values and the Culture that You’re Creating
Speaking with a manager of a company that had recently hired some new employees, I asked how much time she spent training them on the company core values. Her response was “None”.

How can we expect people to understand the expectations and behaviors we have of them if we’re not sharing and helping them understand them? Even if there happens to be an occasional conversation on the subject of culture, most companies simply don’t spend time enough time on the topic. Our ultimate goal of our communication is to ensure that the culture is threaded into the fiber or personality of the organization. We are looking for transformational change.

The Level 7 Principle of Threading Culture suggests that an organization creates a systematic approach that includes robust and ongoing conversations and training that results into full organizational adoption. Which ultimately means your people are living it. Creating a wide variety of forums to share the culture like all staff meetings, one-on-one meetings with team members, shout outs and visual and auditory reminders is part of the process. There has to be an investment in time and energy into the process.

An environment of accountability must be created as well. Once we’re having conversations with people about living the businesses core values, we also have to hold people to the task. When we observe behaviors that are not in alignment with the culture, we need to engage in retraining.

3) Not Hiring and Screening for Culture
The third mistake companies make is not being intentional about the people that they are hiring. We tend to hire for skills and qualifications and neglect screening for values that line up with the company. Good hiring practices involve careful and intentional screening of candidates from the very beginning of the application and candidate screening process. Carefully crafted questions are designed to help identify whether or not that person is accustomed to acting and behaving in a manner consistent with the core values of your business. Past behavior is a strong indication of future performance and therefore good screening processes look for evidence that people are likely to living the values when they are hired.

In summary, creating a sustainable, inspired business culture requires clearly defined values, thorough and intentional recruiting for people who will fit the culture and robust, consistent and empowering training. Do so will position your organization for greater performance, differentiation and enhanced employee and owner satisfaction.

Moneyball and Your Systems Performance Score

In the movie Moneyball, Brad Pitt played the role of Billy Beane, the General Manager of the Oakland A’s. The movie depicted events that took place during the early 2000’s when Beane popularized an approach to baseball that is often referred to as Moneyball.

At the time, Moneyball essentially was a way of valuing professional baseball players based on their ability to get on base. The Moneyball approach applies a very specific statistic that focuses on acquiring players that have the greatest likelihood of getting on base based on percentages at bat for the lowest possible salary.

The approach would often minimize the importance of other qualities often favorable in baseball, in favor of opting for a player with the lowest possible salaries and highest on base averages. Lesser known players were acquired in favor of future hall of famers if the statistics worked.

In 2000, the Athletics became the first team in the 100+ years of American League baseball to win 20 consecutive games. I wish I could report that the A’s won the World Series during this time period, but they didn’t. They did, however, improve the teams winning record coming in first or second in their division for many years following the new strategy and doing so with the 4th lowest league salary.

This got me thinking. Is there a key statistic that a business could focus on that would ultimately impact the overall performance of the company? Remember, Beane wanted to win games. He focused on getting people on base to support that outcome. His statistics gave him the information that would help him acquire the best players for the lowest price.

We all know in business what winning the game is, right? If not, let’s set up a time to talk about it. The question is “what is the core statistic that a business should focus on that will ensure that they win at business?”.

The answer is the Systems Performance Score.

Allow me to explain. As you already know, I operate from the premise that:

The key to success of any business is dependent on the quality of its systems. If you want to improve your business, you improve your systems. Since that is true then we must have a method for improving and scoring the performance of our systems.

I’ve put together a simple system that scores the quality of a businesses systems. Using this methodology enables the business to quantifiably focus the organization, like Beane did with player recruiting and the teams strategic focus, to intentionally and systematically improve the business through continual systems improvement.

When scoring a system, the Level 7 System guides us to score four primary areas.

1) Is the system producing the results it is intended to produce?

2) Is the system cost effective?

3) Is the system congruent with the company culture?

4) Is the system easy to follow and use?

We rate each of these questions on a scale of 1-5. 5 being the best. The higher the overall score for the system, the better the system is doing. Once you’ve scored all your systems, then you have a baseline Systems Performance Score.

The business development and improvement strategy of your organization is to continually innovate and improve your systems to elevate the total Systems Performance Score.

Rather than randomly chasing improvement, innovation and growth, the Level 7 System shows us to be systematic, disciplined and intentional in our strategy to growing a thriving, high performance entity. Want to win the world series of business, then focus on your Systems Performance Score.

The Difference Between A Boss and A Leader

I am going to be in hot water after sharing this one, but I just couldn’t resist.

The other day my wife and I were chatting about an event I was preparing to have at our home. As I shared with her some of the things I was doing she began to tell me what I should do differently…um…I mean… she offered her suggestions.

I looked at her and said, “You just always have to be in charge, don’t you?”

Without hesitation, she replied, “No! I don’t want to be in charge. I just want people to listen to me and do what I say.”

Not another word was said. It wasn’t necessary.

Being in charge means people are listening and taking direction. But there are varying degrees and methods of being in charge.

On one hand, we can be “The Boss”.

On the other we can be “The Leader”.

At the end of the day both could potential accomplish the same results.

The Boss gives direction, perhaps demands performance. In exchange for time and work, the boss will compensate an individual in the form of a paycheck or some financial reward. The individual that is performing the work doesn’t have to be enthusiastically engaged or even care about the end result. In some cases, their only motivation is to do just enough to maintain the relationship where there is an ongoing exchange of money for their time and effort.

Being a boss is easy. It doesn’t require much other than convincing someone to do the work for pay.

There is a distinct difference between being a boss and a leader.

Leaders can effectively engage people in ways that don’t require compensation. If you have ever served in a non-profit environment that utilized volunteers, you know what I am talking about. Leading volunteers is a whole new world. Leading volunteers requires we get people engaged and inspired to support a mission or goal.

Essentially the leader and the boss accomplish the same thing, they facilitate getting a result.

So why do we want or need to become better leaders?

1- People Need Purpose.

More and more people are looking or requiring a sense of purpose and meaning in the work they are doing. This is not a generational thing by the way. We hear that the millennials are all about work environments that offer them a sense of purpose. This is no longer limited to this generation. Seeking purpose and meaning in work is crossing over into all the generations now. What that means for us as leaders is we must learn how to show our people how the organization can satisfy these needs for them. They need it to be more than a paycheck. I understand if your business is making widgets it might be hard to connect your work to a higher mission.

Perhaps your organization can adopt and support a cause that will help you people see how your business is contributing to the greater good.

I worked with a client in the real estate industry that understood that his business was more than just selling and help people buy homes. He committed his business to helping his people get better and improve every day. He adopted the philosophy that they are in the people development business and they just happen to sell real estate. This cause was very compelling for the people on his team.

I’ve also worked with businesses that determined that a percentage of their revenues would go to help kids in disadvantaged areas by exposing them to computers and teaching them programming and coding skills.

2- People Will Fight Harder to Win.

Leaders effectively engage people in a way that draws out their best. When done well, people in your employ that are enthusiastic about the mission will apply more effort and energy by their choice. They will fight to win.

During the Gulf War in the early 90’s, Saddam Hussein invaded Kuwait and the United States and their Allies came to Kuwait’s aid. Now I believe the US Military Forces are the best trained and equipped military force in the world. In addition to having the resources they need, they have established a great culture. Every soldier I have met has incredible national pride and is willing to give their lives for their country and our freedom. They will resist any force that threatens our freedom. The culture comes out of a history of great leadership through US history.

When the US attacked the Iraqi Forces and Hussein’s coveted Republican Guard they did so with ferocity and precision. The battle began with an aerial assault from the Air Force and Navy that seemed to decimate Hussein’s Army. When the ground forces finally entered Iraq, the Iraqi soldiers, who seemingly had lost heart and motivation to fight, quickly gave up their weapons and positions.

Hussein was a boss. His military was enlisted to do a job but lacked the heart and enthusiasm for Hussein’s mission and vision.

Interestingly, as the United States and Allies war against ISIS and terrorism we seem to be struggling a bit to overcome a seemingly inferior force. Why? Terrorists fight for a cause; an ideology. They are willing to die for it. It is more than a paycheck for them. Regardless of ideology, their system fosters enthusiastic, focused and engaged support from their followers.

The point is that a great leader and organization can accomplish so much more with a fully engaged and passionate band of followers.

3- Great Leadership Inspires Innovation

Great leadership incites greater participation and potential for more innovation and ideas. Great leaders are wildly effective at communication the goals, vision and values of an organization. Bosses often don’t. As such, people working under a boss lack clarity as to the purpose and results they are there to accomplish. Leaders make it very clear and invite people to look for ways to help achieve the goals, vision or values.

Leaders ask for ideas. And when people genuinely care about the organization, they are very willing to offer their insights, ideas and innovation to help get there. In fact, asking them to participate in the vision and goals of the organization inspires their engagement.

Without asking people to support in the ongoing innovation of the organization, the Boss is often the only one capable of providing relevant innovation to improve the business. That can be a daunting task considering the potential exponential improvement that comes by improving all the areas of the organization versus focusing on just a few that the Boss can handle on their own.

Are you the boss or are you the leader? Be honest with yourself. No judgement here. Just an opportunity to improve.

Are you clear on your vision, goals and values? Do your people really know them and do they REALLY care? If not, you might be the boss.

Being the leader requires intentional engagement and inspired communication that raises enthusiasm, fosters buy-in and invokes loyalty to the organization.

Whether you are the Boss striving to be a better leader or a competent leader looking to improve here are a couple starting points.

  • Begin by defining your vision, your goals and values. Get them in writing.
  • Ask yourself the question, will these matter to our people. If not, revise. If so, continue.
  • Communicate, communicate, communicate until they get it. And you will know when it happens and it will be an amazing thing.