30 minute training to get to $30,000,000 in revenue…watch this if you’re stuck.
Summary
- I'm the Co-CEO of Acquisition.com, which generates around $85 million per year in revenue. I do not sell coaches, courses, or masterminds; I create free, quality content to help entrepreneurs build and scale their businesses.
- The foundational series I'm presenting focuses on management structures and the importance of establishing a strong foundation for company growth.
- High-output management practices are crucial; it's about management by output, particularly important for remote businesses, avoiding activity tracking, and micromanagement.
- In 2016, we started Gym Launch and scaled to $28 million in three years, but by 2019 with 115 employees, there was stress and chaos. This video aims to help those who feel overwhelming business pressures.
- Teams need to meet or exceed deadlines without execs feeling like they are the only innovative thinkers or the sole source of value.
- Professionalizing management and doing the "boring work" are essential components for scaling a business from say, $10 million to $30 million.
- I share five practices that are most effective for management, and believe everyone in a leadership role should understand them.
- Clear expectations are crucial and should encapsulate non-negotiable behaviors based on the values of an organization.
- Core values should guide behavior; they're preferable over strict rules. For instance, our value of "Speed is King" directed our rapid response philosophy compared to another company's "Pace Yourself" which encouraged meticulous work.
- Developing core values starts with identifying traits in your team that drive success, describing the team's environment, and ensuring they're congruent with your team's personality.
- A brand promise communicates what the customer can expect. For Acquisition.com, inspired by our core value, it is "majority work for minority investment," leading to "3x your business in three years or you don't pay."
- Departmental expectations must clearly connect to brand promises and core values, enabling employees to understand how to win at their game.
- Role expectations flow from departmental goals, ensuring individuals have clear performance metrics directly tied to larger departmental outcomes.
- Begin implementing foundations by establishing core values and a brand promise; roll out other expectations gradually for better adoption.
- It's vital for employees to repeatedly hear a message to believe in its importance—it generally takes seven repetitions.
- Assess your own business management on a scale of 1-10 to identify where improvements are needed and tackle the most pressing issues first.
Video
How To Take Action
I would suggest starting with clear core values for your small business or personal growth journey. Knowing what you stand for makes every other decision easier. For example, if "Speed is King" is your value, make sure everyone on your team knows that quick responses and fast action are not just nice, but necessary.
Next, set up a brand promise that reflects your core values. This tells customers exactly what they can expect from you. For example, if you promise "3x your business in three years or you don't pay," you're making a big promise based on your core value of delivering high value.
A good way of doing this is to gradually implement departmental expectations. These are detailed actions your teams need to follow to live up to your core values and brand promise. If you're in customer service, responding within a set time could be a departmental expectation. Start with one key expectation per department so it's not overwhelming.
Role expectations are next. They are specific to each person's job. Make sure each person knows how their work contributes to the team and how their output will be measured. Begin by setting clear goals for each role that support the departmental goals.
Remember, people need to hear things many times to understand they are important. So, keep repeating your values, brand promise, and expectations.
Finally, take some time to figure out where your business stands on a scale from 1 to 10 in terms of management. Then, focus on the areas that need the most work first.
These steps won't take too much money or time to implement but will add a lot of value to your business by making sure everyone knows what's expected and how to succeed.
Quotes by Leila Hormozi
"There's a lot of management by activity and management by metrics, but this is management by output"
– Leila Hormozi
"If you want to not feel stressed all the time and manage the chaos that is the business, then this is the stuff you've got to do"
– Leila Hormozi
"Without the properly defined expectations, nobody understands how to play or win the game"
– Leila Hormozi
"Speed is king because they expect us to respond quickly because things are always urgent in small business"
– Leila Hormozi
"With clarity comes speed"
– Leila Hormozi
Full Transcript
co-ceo of acquisition.com which is a portfolio of businesses that does about 85 million per year in revenue and i don't do coaches or courses or masterminds or any of that stuff i make these videos honestly just because i wish i had them when i was building my business and hopefully they can help you i think there should be more stuff out there for free that is quality rather than 15k behind closed paywall so anyways this video today is actually really different so i uh pulled my audience uh what audience i have and basically asked you know do you guys want to see more longer form content and so what i really felt like is actually needed is foundational series and so what i want to create is really a foundational series on how to build the infrastructure for a business and then how to scale it and so this is the first one this is really a foundational piece in essentially management for a company and how to build the structure for that and kind of like the foundational pieces to put in place and so it's definitely a subset of do the boring work because i think a lot of times like the stuff me and alex talk about is really exciting and sexy but the stuff that we do when we bring in like our portfolio companies is like this and so i want to provide it to you guys it's a longer training it's the first piece and five of the first series i want to do so honestly like leave me feedback below comment on it i want to know what you guys think and enjoy the video okay so like i mentioned the introduction this is really just a part of a series and it's honestly intended for people who already have companies and are looking to scale and grow and they're wondering maybe like why am i not growing or what do i need to do differently in order to continue to grow and so i want to talk about high output management practices and before i go into why i actually made this entire presentation and actually for others i want to talk about what it is and then why it's important okay so what is high output management well it's increasing performance and outputs of an organization influenced by each manager so managers can collectively increase the outputs by adopting an output output oriented approach and so i think there's a lot of management by activity and management by metrics but this is management by output and i think it's especially relevant if you're in a remote business or you have a remote company because that is really all you can see and you can measure activity and you can track activity but at the end of the day you cannot watch what someone's doing all day and i think honestly that is far gone and in the past and i do not think that people like working at places like that nor are they inclined to work for companies that are like meticulously tracking what they do anymore and so that's why i want to make sure that we put controls in place to measure output right rather than micromanaging and so the real question for this is you're like layla management that sounds boring as and i'm like i totally get where you're coming from because i used to hate the term and thought it was incredibly boring so the question is really like why should you give a well i can tell you that in 2016 is when we started gym launch and over the next uh three years we scaled to 28 million and so you can imagine going from literally zero employees never having managed people before uh never having wanted to manage people before never having wanted to have like a formal business meetings and all that stupid infrastructure that i've tried to avoid my entire life and then this business just started exploding and it was almost like you had to do something right and so come 2019 we actually peaked at about 115 employees and i actually remember this was a meet up and we had uh this is part of our team and we actually had all 120 employees there at this meetup and i felt actually terrible and the reason i felt terrible was like honestly i felt like there were so many people there and i like could not understand why i was still so stressed and still felt like i was doing everything like i felt like it was still all reliant on myself and alex and i was like i was literally looking in the room and like i'm not even joking i was just like what the do half these people do like i really do not get it and i've been doing like the practices of managing and leading all that but i don't think that i was do i wasn't doing it to the extent that i understood and there's one thing when you do things because you hear that you should it's another thing when you do things because you believe that they matter and i didn't believe that they mattered at that point i was like i have to do these things i need to check the box and get them done i didn't understand why they mattered right yet i could uh drown myself in self-pity or sorrow which i didn't um but i could in the sense of like i just felt terrible right and i i honestly feel like i was gonna get a really negative space um you know alex and i went on a vacation in 2019 and it was the first vacation we've taken since we started the company and i told him i was like dude i just like cannot keep living like this and you know that's why i make this video because if you feel that way and you're like i am growing this business it's going really well but i feel terrible and i feel like i'm overwhelmed and there's stuff happening all the time and it's absolute chaos then this video is for you and so it's really if you feel like you can't take time off like i told you guys like we didn't take time off i mean that was the first time since i met alex so i mean i think it was three and a half years your team rarely is meeting or exceeding deadlines that was another thing i felt like every single person on the team i was like are they all just terrible or am i terrible right because like nobody can ever meet a goddamn deadline and i was like i don't understand people also then complained that they were like i have too much to do and i was like but you can't beat one deadline like i did not understand all uh both alex and i felt like we were the smartest people on the team in the room it felt like nobody was bringing novel ideas like there was nothing that was said on a meeting that we hadn't already thought of and that was extremely exhausting because it felt like we had to have our brains on all the time on every single part of the business because nobody was thinking on our behalf and we felt like we did everything more than anyone else on the team right like i was like i'm over here working from 4am until 8pm every day on meetings always on and i didn't understand why i was like what is going on why do i have 120 people and yet i feel like i'm still doing more than everybody else on this whole team and then again feeling like sole source of value for the business i was like if we take a break if we stop being in the day to day if we stop running things i just felt like it was going to fall apart and i didn't understand why and honestly it comes back to the fact that it is again it's believing something is true and doing something because you think you should and if you feel like you should be managing and you're just should you're just shooting all day you're like oh i should be doing all this so i'm gonna do it versus i believe that this is how you build a successful company and therefore i'm going to do it with conviction it's very different and that's the nuance and that's how we were able to make a transition that year i decided that i was going to be more intentional with how i was doing things i was really going to take this more seriously and that is what i believe allowed us to you know really scale ourselves out of the business and eventually sell it here's what i've observed and here's what i experienced myself was that you know we were at you know back in the day 10 million a year and you know at that point it's like how do you get to 30 million and you think that in order to get to 30 million that you need more traffic more sales more bodies more money i need to hire 10 more sales guys i need a better market or i need a better firm you best think you need more and better of all the things that produce the inflow that's for the most part and that's why i see a lot nowadays and it's really common with founders right but what happens is like you work your ass off and you literally just like grind yourself into the ground trying to get this stuff going only to get to like 11 or 12 million in the next you know one to two years and you're like i don't get it what the and when you get to that 11 or 12 million what you start to notice is all the leaks in your bucket which is like you have increased overhead yet there's no increased output you have no data or no numbers so it's like a like everything's just flying around by the seat of their pants you don't understand what's going on it's disorganized there's chaos everywhere you don't understand how things are getting done or what's getting done or where anything is at there's high churn so you most likely see that retention starts to go down turn starts to go up client complaints start to go up and then there's less conversions you look at like your upsell percentage and you're like why the hell is that trending down i have more people i have a bigger team i don't understand what's happening and this is really common and it's because everyone's wondering okay then how do i get from 11 million or 12 million a year because i've itched my way up there i've barely gotten to that point to 30 million a year and guys i'm just like playing with the numbers this is just the most common spot where people get stuck and i know i was stuck which is like how do you get from that 10 to 30 and then even that 30 to 50 and what i've come to learn and realize is like it literally is just the professionalization of management and i know it sounds stupid and boring and dry but this is the that works and like if you know me and alex we say do the boring work this is the boring work that makes a company work and so if you want to not feel stressed all the time and manage the chaos that is the business then this is the stuff you've got to do and so what i put together is in the next few presentations and this is more of an educational like take note series the five practices that i have found are most effective in terms of managing in a company and so um this applies to anyone who's a ceo and anyone who's a leader in the company as well because i think if i were you know if i were a subscriber of my own channel and i were watching this i would have all of my team watch this because i think everyone needs to be on the same page and i think one of the most advantageous things i ever did was when i was learning how to manage how to lead and do all this stuff i gave those same books to my team and i had them watch the same courses as me and i did as much as i could to translate that down because it's a lot easier to give them a third party source to listen to rather than just you i know that sounds shitty but it's like you can't be jesus in your hometown and so the first piece is what i want to talk about today and it sounds uh more vague than it is which is really you have to keep expectations clear and i want to explain what expectations are when it comes to business okay expectations are just the verbalization of how someone should act or something should be done that's it okay so i could tell someone like i say i have a kid right i'm like go make your bed and they could you know come to me with this right where i'm like okay that looks like you didn't make her bed or you did technically make your bed but that's not how i wanted it done versus if i say make your bed like a five horse star hotel wood and then they do it you know nice and pristine they're like okay five-star hotel they fold the sheets nicely they fluff the pillows they do all this nice stuff the sheets are clean right and so even just what i said like the way that you state how you want work to be done is an expectation and so um in businesses they're often unsaid rules of engagement right they're non-negotiable agreed upon behaviors and norms that everyone else on the team is held to based on the values of the organization and so that's the really interesting part is that they are non-negotiable okay so notice that non-negotiable so it's like if someone comes into your company and everyone responds within five minutes and that person doesn't everyone's like dude they shouldn't be on the team they can't respond fast yet it's not written anywhere in most companies that if you respond within five minutes or you don't that you're gonna get fired but in many companies it's actually how it works and that's why there's often so much contention between people who come in and they're hired and then they're quickly fired and people who fire them because they're like well you didn't follow the rules and they're like well there's no rules written on the walls and that's why those things happen and a lot of companies have turn and turnover and they can't figure out how to build the team and so that being said i think one thing to distinguish is that without the properly defined expectations nobody understands how to play or win the game okay and so let me explain this to you is that business is a game right but say you're uh head of finance the last company she was at was like monopoly and so she's playing the game of monopoly the entire time she's at that company and then she comes your company and it's basically checkers so it's actually it's a game yes but it's a completely different game with completely different rules and completely different players and so she doesn't know how she knows how to play a game but she doesn't know how to play this game and so you can bring someone in with the skills but to assume that they know how to play the game that you're playing in is absurd because they don't they're like i need to know the rules i need to know how we play i need to know how to win what qualifies me to lose what disqualifies me as a component and so in order to clarify that for your team and for the talent you're trying to attract as well as ultimately clarify for your customers what you do as a business you have to have really four levels of expectations and i'm trying to break this down as simply as possible but when i've really drilled down to it if you just have these four and if even today if you don't many of these you just start with implementing one it will be immensely useful for your business because it will absolutely clarify what people can do and with clarity comes speed so that being said the first part i want to talk about are core values and that's really the root of and the highest level of expectations in a business this is where everything else comes from okay they are the root beliefs that an organization operates from the principles and the perspectives that guide the organization's behavior so if you're like okay here's the goals we have how do we achieve those goals we achieve them by adhering to these core values okay here's the role that i need to fulfill well how do i get the job done by abiding by these core values and so the reason that values are so important and the reason i'm such a fan of instilling a strong sense of culture rather than rules is because you want people who are value based not rule based there are two kinds of people in this world there are people who are value driven meaning uh they want to come in and they want to be given understand and uh adhere to a set of values those are usually first principle thinkers strategic thinkers a players they are attracted to places that are ruled by values versus you know c d e players right they are ruled by rules okay rules are here's a checklist go do all these things i don't need to tell you why and so which one would you rather rule your company by rule your company by right which one would you rather run your company with would you rather write down every single thing that somebody has to do clock in it every day 8 am sharp respond to every teammate within 120 seconds respond every email within 60 minutes or would you rather say our value is speed is king and that pertains to all communication and so i hope you're getting the point which is if you want to go fast in your organization and you want to accelerate the speed of decision making which ultimately accelerates your growth as a company then you want to be a value-based organization not a rule based and the thing is if you're not clear and convicted on your values you will default to rules if you do not focus on values people default to rules because they don't know what the values are so they say i guess i've got to follow the rules i don't know the values so let's even try on because um now that you've understood there's rules versus values then there's what kind of values are you picking right and so the values are really what make up the personality of the company and so even just think in terms of your company kind of try these on right so at gym launch we had the core value speed is king now i know another company that had a core value that was pace yourself now that company was actually a ux design company and they built meticulous like very detailed slides for essentially software companies and they did all the ux and the reason that they had that core value i asked is because they said well people when they rush they miss things they missed parts of the screens that we need to integrate and so we said you have to pace yourself because the work is not done if there's anything missing it's not considered done because it won't work with the software and so they needed the value pace yourself versus our company we know how fast small business owners move so we're like we need speed as king because they expect us to respond quickly because things are always urgent in small business bigger businesses have more stability more resources more people they have more time versus small businesses don't and so that's why we chose speed as king another example is always innovate versus do the boring work okay so i'll give you the reason why we have to do the boring work because i think that in uh small entrepreneurial companies a lot of the times what happens is people lose focus because they actually have so many naturally innovative ideas and we realize that with our team we're like we have to remind everyone that they've got to flex that do the boring work muscle rather than continuously innovate because a lot of times you're over breaking things versus i know of a company who has a corten this is always innovate and it's because the kind of people that are on their team are actually more inclined to just do the warning work and never innovate and so they have to it's a reminder that this is how we behave in this company if you have core values and you don't utilize them or if you don't have core values these are just what i have done what alex and i do every time we start a new company as we go through this process and we actually just did it recently with acquisition.com so i'm going to explain to you what we actually selected as our core values of that company and how we came about that so the first one is you decide what parties should be involved in picking those core values right is it just the owners the managers the whole team so recently as we did accession.com it was myself alex and suzanne susan's our cfo and our third partner now the second thing you do is you brainstorm and write down your favorite quality and trait about each member on your team right and so we kind of looked ourselves and we were like why is it that three of us jive so well and why is it that you know we are the foundation of this team what are the qualities about ourselves that we value right and so you have to have a little bit of um self-awareness to identify that and then if you need help kind of exploring beyond that then the question i like to ask is if an alien came down from space and was looking at your business how would you describe the environment of the team to them right so i'm thinking okay how do i describe alex how do i describe suzanne how do i describe myself and then lastly is really just changing the verbiage of the values in a way that's congruent with your team which is like do you have a funny light-hearted vibe is it a serious vibe is it an intellectual vibe is it hard working vibe if you look at gym launch our core tenants were like do the boring work don't sugarcoat it uh have humility grow or die like aggressive hard-hitting um they had like like a rhythm to them and they were little phrases versus acquisition.com it's unimpeachable character sincere candor competitive greatness notice it's descriptor noun descriptor noun and then it's uh more of a poised uh polished sounding core values because that's the personality we're trying to create of the business and the last thing is you just want to evaluate how those feel together which is you know a lot of things can sound good on their own but all together do they encompass what you're looking for in the company in terms of the behaviors you want people to abide by or exemplify every day and so like i said acquisition.com's core values unimpeachable character sincere candor and competitive greatness we chose those because one for our unimpeachable character we said we all believe that we have pretty unimpeachable character and the partners we look for need to and the people we bring on our team must that's just like the business won't work we don't because we're so intimately involved with the partners that we bring on and the team that we have it's small team but a tight-knit team and we work very closely with the ceos of the companies so if we don't like them if they don't have good character i don't want to talk to them every day i'm gonna be less inclined to help them that's just human nature the second piece that is sincere candor which is understanding that we need transparency in the teams and so if a partner in a portfolio company is not going to be transparent and they're not going to have great candor they're going to you know be aggressive or passive aggressive then it's going to be really unproductive communication and so we need people who have more eloquent communication than you know standard everyday job and lastly is really competitive greatness which is this stems from you know kind of i think where alex and i are in our lives which is we're not doing this for money and we're doing it because we enjoy it and it's what we want to do every day and we want to be great for the sake of being great and we want people who are like that so yes wanting money there's nothing wrong with that and i love that but it can't be the only reason you do something and so that's why we look for people who have that competitive greatness in them when they come on board they have a drive beyond a dollar amount that is why they do what they do and so once you've gotten all of your core values in place or you've solidified them or even honestly redone them after seeing this you're like we don't even talk about them like if you don't talk about them and bring them up just throw that out because it's not it's not you it's not your personality because if it was you would talk about it right and i think that's the one thing we spend a lot of time doing this stuff like me now let's probably spend honestly 12 hours trying to figure out these core values for three that's it because it's that important and so what stems from the core values is really the second level of expectations and that second level is your brand promise brand promises are usually tied to strategic metrics okay those are metrics that drive your business forward and they tell your external customers what your internal values are as well as what to expect in terms of results and experience okay so um think about it like this results times experience equals brand promise a brand promise is a combination of expectation of experience expectation of result and you can hear that if you listen to these four examples 15 minutes or less or you can save 15 more on car insurance okay well i know how long it's going to take which is the experience and i know how much i'm going to save which is 15 your dream haircut in less than an hour i'm going to get a quality haircut and it's not going to take much time we will get your package to you by 10 30 am the next day well the result and experience when it's physical products pretty much all in one so i know that both will be completed by 10 30 the next morning and then your question's answered in five minutes or less okay it's going to not take long to do something or to resolve a problem and so those are some brand promises that are common now when you're thinking about your brand promise this is how this is why it's useful and this is i'll give you an example of how we use ours and how it actually applies to acquisition.com so your internal is like what's your vision what's your mission and what are your values stemming from that is what you create your brand promise so once you've created those core values then you can say okay what kind of brand promise stems from one of these values so you look at your values and then you think how can i tie a brand promise to one of these values now what stems from that brand promise is your offer that you're making and so if you've read like alex's book or you could look at your offer if you have your offer you don't have these other two things it might actually be good to even reverse engineer and say what why did i choose this offer and what could i create as a brand promise and then create as core values because you know you can kind of think from two different angles in terms of creating that now this is what we did internally we know that our core value is competitive greatness okay what that turns into in terms of our brand promise is that we do majority work for minority investment that is our brand promise of acquisition.com and then how does that position itself externally we say we will 3x your business in three years or don't pay us again and that's a big promise and the reason we can make that promise is because we do majority work for minority investment and it's because we're competitively great we love what we do so you see how those stem together so it's like if you don't have the values you cannot make this promise to then make your offer to the external client so once you've got the brand promise down the part that gets into like the nitty-gritty is departmental expectations and i'll tell you guys until i got down and like understood that measuring departments and kpis and all this crap that goes that stems from all of the fundamental stuff that's a little more fun like values and mission and brand promises and offers until i got this stuff in place nothing's going to happen without you looking at it without you sniffing around without you putting your hands in it because nobody knows what the scoreboard is if you don't have a scoreboard for each department how the hell do they know if they're winning the game how do they even know what the rules of the game are they're like here's the rules that they set for the company i don't know how this pertains to my department and they really don't because there's many different things you can measure for each department and so departmental expectations are really how those values and those brand promises flow down into the departmental metrics and the expectations so it's a combination of the two so think about it like this right if you're in the restaurant business and a customer comes in and they want eggs but breakfast ended at 11 o'clock how does your employee know if it's actually okay to serve eggs or okay do they uh do you expect them to delight the customer or do you expect them to uphold the agreed upon service hours that is an expectation that you must make for that department and if you don't make it then you will find that people will act out of accordance and out of alignment with what you want for your brand i'll tell you that if you think about like this right like a mom and pop shop if you go in you're probably going to have the experience because they think about how do you delight the customer we want loyal customers we want referrals etc they're going to make you like exit 11 15. right they don't care versus mcdonald's it's 1101 and they're like get the out you're not getting eggs you can't pay me enough money to make you eggs i'm not allowed to and so it's funny because if you look at that one of them is driven by values which is delight the customer the other one is driven by rules which is on my checklist doesn't say i can do this and so again this all ties back to starting those values if your value driven organization makes all this much easier so let's look at one case study okay which is um core value is speed is king brand promise is your questions in five minutes or less that makes sense pertaining to speed's game so then what metrics am i going to measure my customer service department by i'm going to say all client inquiries need to be responded to in less than 120 seconds and then the kpi the right the key performance indicator what's telling me if the department is performing is the total number of inquiries versus the total number that are under 120 seconds responded to and i'm going to know that i'm always going to maintain a good ratio and the reason for this and this is actually how we ran our customer service department and that's why i used the example is that i knew that i could promise five minutes or less because our average response time was 120 seconds and so it's an easy promise to make i was like i can promise that because on our bad day we respond within three and a half but to make sure that we always stay in line with this i'm going to measure this department by how many people respond in less than 120 seconds because that's what keeps top of mind for them so that's the first case study now if you think about a different example um case study number two right say the core value is the customer is always right that translates to a brand promise of your dream haircut or your money back right it's your dream not my dream haircut i can be francoise from france and like it doesn't it doesn't give a like what my opinion about your hair is if you like it it's your dream haircut or i'll give you your money back so what are the departmental expectations and what are the kpis right and this is actually from salon that i used to go to and i asked them about this which i would come into that salon and the guarantee was your dream haircut or your money back and the thing was that no haircut was conducted without one a picture that the client had to bring in and show to the stylist and oftentimes they'd ask for two or three and two the approval of the master stylist so the master stylist we had to wait bring the master stylus over they would literally have to watch that person cut the first like two minutes of my hair before they said okay you're good so that is an expectation that they hold and then the kpi that's tied to that is number of clients who are for a friend the reason for that is because if you get your dream haircut why would you not refer a friend you would right another kpi that you could tie to this would be a number of yelp reviews left so it's like every time you do a haircut and you say hey if this is your dream haircut can you leave us a five star on yelp it'd be awesome if you leave a review and then you maintain a ratio there and you say what percentage of customers are leaving your review so those are two examples of how you can kind of flow down those departmental expectations and if you have no department expectations at all right now honestly just think of the one like if there was one thing you needed from that department one thing that was going to drive the business forward more than anything else what would it be and what metric can we tie to that and what expectation can we put in place just start with one i think a lot of people get overwhelmed because they see this like oh it sounds complicated and kpis and like all this right it's like just do one you can add more later so last piece of expectations is really just role expectations and if you've done everything else this becomes incredibly easy but here's the thing most of times like when we bring on a portfolio company this is where i can identify all the other issues because they come in and they say i don't know what anybody's doing i don't understand how to measure and hold people accountable i don't know what their job is i don't really understand what's going on or where everyone's contributing value and so they say i think i need to clarify everyone's roles and i'm like yeah i mean you do need to do that but you do all this other before because like how can you clarify their role if you don't know the role of the department and then how can you tell what the role the department is if you don't know what your values are as a company so you don't know do i value fast customer service or quality customer service i don't know and so that's why it all stems from those values that you signed in the first place now looking at all expectations if you've done that groundwork this piece is fairly easy right role expectations are simply the departmental kpis tied into a role measured against performance to give you an example we're going to go back to one of the other ones that we have right which is speed is king so my core value is king which means your question answered in five minutes or less which means all client inquiries are respond to in less than 120 seconds and my kpi is total inquiries and numbers that are in less than 120 seconds now the role expectations the role the kpis of that role that i'm going to be looking at is total number of inquiries out of number of inquiries respond to in less than 120 seconds right so it's the same as the departmental i'm going to be measuring for individuals right because you just want to see individual performance rather than departmental and the second piece that i can put in there is that i need as a kpi right a key performance integrated to know that we are performing at par that at all times eighty percent of inquiries are responded to in less than 120 seconds and if we start to go below 80 then i'm like mmm do we need to hire somebody is there somebody that's like out sick like what's going on with that kpi right there why are we not getting 80 done in less than this amount of time and so it's a really good way to measure utilization of the people on the team so that being said if you're thinking about all this if you don't have any of this in place which it's totally fine if you don't like it's not a big deal start with core values and maybe what you do is you say all right this quarter we're literally just going to figure out our core values and our brand promise and you get those in place and you get those implemented you get people understanding what they are in learning and then you say we're not even going to worry about departmental expectations or role expectations until two quarters from now because guess what it's like people need time to digest things and i think that if you watch a video like this and you're like i'm gonna go implement all right now but everyone's gonna forget and so what you want to do is take what you've learned and then slowly implement it it's very similar to like when you're inserting like a meeting cadence for the entire company what i see a lot of people do is like their team comes in the next week and they have like 30 meetings on the calendar and they're like we didn't have any of these like yeah we've got the new eos system in place now and they're like i hate the eos system i don't care what jean said like i hate this thing because there's 30 meetings on my calendar versus if every week you do a different meeting and you add a different meeting or every month you add a different one it's much more likely to stick and so i'm much more proponent of small changes over time because they will stick with people and part of that reason is because the average employee is not going to believe that something is important to your company unless they've heard it seven times okay so i would give yourself the opportunity to voice all of this seven times each one of them before you do anything else so that being said um something that i think helps me a lot and i think would help you is if you are somebody who you're at a point maybe you're at 10 million maybe you're at 5 million and you're like i do need all this in place and i want to learn how to manage and lead people and actually build the infrastructure for operations of an organization then i would say write yourself on a scale of 110. one is like you don't have and it's you know disaster which is totally fine it's just to save some people's businesses and a 10 is i'm absolutely better than you layla and i don't know why i'm watching youtube right and so i'd say rate yourself on a scale one to ten and then on the next videos what you can do is you can compare at the end of the day and say where do i fall on a scale of one to ten which one do i need to tackle first and so with that i'm curious what you think of this style of video if it was useful if it wasn't you know i'm not really sure in terms of the people that watch my videos where you're at with your business if this is applicable if you could leave me a comment down below and let me know i would love to do it because uh like you guys know i do not sell courses or have coaching or mastermind or anything i'm just doing this to help the entrepreneurial community so with that have a fantastic day night bike ride walk whatever