Managing chaos is hard.
In working with entrepreneurial leaders and leadership teams, the word ‘chaos’ is often touted as ‘whatever it takes’ or ‘do the right thing’ or ‘act like a superhero’. If you think these sound like values, you are correct. My reason for sharing it is NOT to encourage you to disregard your values.
Let me take you back to your 90-Minute Meeting and repeat what I said about strengthening your Process component: “Your handful of core processes define your business model. These are the key things that need to be executed on every day, and if that is done your business will become more profitable, more manageable, and honestly more FUN to lead.”
A defined process tells you where the organization needs you to contribute and also tells you what to expect the organization to do when you move on to the next thing. It also gives you measurables that allow you to watch the progress and health of the organization without having to dive in the details.
Processes help all of your leaders see what they are accountable for and allows you to delegate and focus your energy on helping them get unstuck when things stop working. They also help you manage the tension between groups that might see a process differently. Have you ever heard sales pushing for closing a deal and operations arguing about design or deliverables as not being realistic?
Defining core processes and measurables are part of the big 3 because strengthening these will provide a host of benefits to your organization. I have seen six-figure cost (and profit) impacts as well as leaders saying “I finally understand what my job is.” I have also seen RP/RS issues when a leader cannot demonstrate the GWC of their role by defining and implementing a core process. When an organization fixes that, things like growth and diversification start happening.
Finally, don’t forget the same page meeting. Maybe a good topic for your next one is to spend some time thinking about your process component.
Tips to get started: I have designed and delivered a workshop that takes 45-60 minutes per process to arrive at a draft definition, and another 30 minutes to draft measurables. I would be glad to demonstrate it to you if it would help you strengthen this key component in your organization. Get in touch if you would like to explore this option.
Resources launched for you
If you need extra support, take a look at these three guided journeys I’ve developed to help coach leaders to success in some of the fundamentals:
- Implementing a clarity break
- Getting to know your team (I call it People-Centered 101)