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Recently I was invited to speak at Do It Day in Melbourne and it was all about setting up your plans for the year and getting some things done in that day that were really going to move the needle.

My presentation was titled ‘How to get twice as much done with half the amount of time’, which, sounds very elusive and it sounds very attractive as I wanted the audience to walk away with something true and something that they could implement and use immediately.

This episode shares:

 

  • Systems thinking: Being productive and building a culture of productivity.
  • Solving problems in isolation: The danger of solving problems in isolation without considering the broader business impact.
  • Adopting a systems approach: Looking at all the cogs involved.
  • Benefits of systems thinking: Adopting a systems thinking approach increases productivity, efficiency, scalability and reduces dependency.
  • Gradually integrating systems thinking: The long-term impact of systems thinking is increased productivity.

 

Systems Thinking

I’ve seen a lot of different tactics. I’ve seen a lot of different theories. I’ve tried lots of things and I’ve been behind many seven-figure business.

The one concept that has become my favourite and that I think is the most effective when trying to be productive and build a culture of productivity, is the notion of systems thinking.

I thought this was quite funny when I first heard it because my brain went straight to computers and really complex maps, computer diagrams, systems, blinking lights. That’s where my brain went. But when applied to productivity and made slightly less geeky, it actually really works. So what is this notion of systems thinking?

If you were to imagine your business as an entire system, as an entire machine. (Picture all of these cogs all connected in together). Systems thinking is when you do two things. One approach is when you take the approach of looking at all of the cogs at once from a big picture view, as well as looking at the individual cogs in a micro view when you’re trying to implement something new, create processes, and make decisions. What this means is that any one cog only is as good, productive, and effective as the cogs around it. 

Solving Problems in Isolation

Something that I’ve seen many, many business owners do is fall into the trap of coming up with quick solutions and fixing a problem based on one cog.

Imagine we’re in the cog. The cog can be a person, it can be a process. It can be an objective, it can just be a problem that’s occurred.

If we’re looking at something in micro, we’re looking at a cog and let’s say something has gone wrong in this process. Part of this process is broken. For example, my new members aren’t getting their second follow-up. Let’s say that’s the piece that’s falling over. Now that’s not great, because what is the impact that has, that has? It’s going to increase our churn rate, which we don’t want. So in my haste of, okay, how come we haven’t followed our process here and people are leaving or people, our members are getting less engaged because we don’t have that second follow up. So something’s wrong with the process. What can we do to fix that? I know. I am going to get Susie from the admin team to change this process and to start calling people and I’m going to make sure that on the second of every month, every person is checked and people who haven’t been called get called – instant solution. The problem is fixed, looks good, sounds good, let’s go with it.

But I’ve looked at that in isolation. What I haven’t considered are the cogs around it. So what is the impact? Susie is already at capacity. So adding this to her plate means she’s not going to be able to do something else, which will have a flow on effect, 100% guarantee. It’s okay, we’ll work that out when we get to it. What else is going to happen? Okay, on the second of every month, we’re going to start making all of these calls. But also on the second of every month, our membership team pulls all of our members to do a planning session. Let’s say this is what’s going to happen for the month. This is what you can expect. Is there anything we need to do to help you? Let’s say that happens on the second of every month. Now your members, some of them, not all of them are going to get two calls. They’re going to get one from Susie saying, “Hey, just checking in, making sure you’ve joined the group. Do you know what we’ve got going on this month?”

Then they’re going to get a call from your member team saying, “Hey, let’s do a check-in”. 

We’ve impacted the member team. Imagine the backlash that they’re going to get when people start saying, “I’m confused, I already spoke to you today”. We’ve impacted Susie. We’ve impacted the other cogs that will have to bear the weight of Susie not doing what Susie was meant to do because she’s now calling people.

We’ve impacted the members, which all in all, is going to do the reverse of what we wanted so that we could reduce our churn rate and keep our members engaged. The solution that we’ve implemented, although it seems good on the surface, when you look at the things surrounding it, we start to see these holes and the impact is actually the opposite of what we are wanting.

Two calls in one day and nothing for the rest of the month is going to increase that churn rate. It is not going to decrease it. People are not going to like it and it’s going to feel clunky and the business doesn’t really know what they’re doing. So it has the opposite impact and this is where systems thinking like that very niched-down example, but I wanted one that you could follow along and understand, but it can apply to so many different things.

Adopting a System Approach

Systems thinking is about when we come up with the solution, it’s looking at, okay, here’s the different solutions we could have. Now, what is the impact of these solutions, of this plan, of this process, on the system? Then you start to look at all the cogs around. So we’re looking at our one cog, the cogs that are next to it, and the big picture as a whole.

It’s a layered approach.

Although it can seem quite complex when you’re going, Oh, I’m going to have to make all these considerations and I’m going to have to be, write really extensive processes around things. This is going to take ages. It actually doesn’t. So it is a mindset shift and it is something where when you start doing it, it gets quite quick. Depending on the complexity of what you’re doing at the time, that impacts how much investment time you need. So for a task, at a task level, sometimes at a process level, that’ll take you five minutes to do this thought process. It is just getting in the habit of doing it. It’s a bit different when we’re looking at a business vision or setting, yearly goals and looking at the impact on the system and the resources, the process that are needed.

 

Benefits of Systems Thinking

In an everyday operational capacity, the cost is nowhere near as high as the benefit it will bring. Hopefully that explains to you what systems thinking is. You might be wondering, why should I invest my time, effort, and energy into trying to understand this concept and then implement it?

Okay when we’re looking at systems thinking, We are creating a business that is not reliant on any one person, process, or task. It is creating a business that has considerations of multiple pieces. In that comes position. So let’s take documenting processes, for example. When I document processes and create SOPs, and this is the same thing that my team does, we look at that process and the context of that process.

So the context is everything and that’s where the systems thinking comes in. Why do we do this process? When do we do this process? Who is it that is impacted by this process? What do we want to achieve by doing this process? And what are the steps? And we want to think about things as we’re documenting from that system perspective.

When we’re creating things, we’re not creating them for one person. We’re not creating a process with these five steps, because we know that’s the way that Jane likes to do it. We’re creating it from the perspective of Jane’s role. Let’s say Jane’s role is customer service representative. What is the best approach for the customer service representative to take? To execute this process with the knowledge, experience, and understanding that a customer service representative has, what is the process they would take? What is the knowledge they might be missing? Who else does this process impact? Hey, customer service rep, if you see these four things, you might want to go and talk to the accounts payable team, and they’ll be able to help you with the next piece.

So what we’re doing before someone’s even picked up that process to do that job? They will know if this is the process they’re meant to use, they’ll be able to track what they’re trying to achieve with it, they’ll be able to see the scope, the start and finish, they’ll already be able to identify the next steps that are needed or how to troubleshoot if needed, because they know the flow and effect. They can see the impact if they don’t do their piece correctly. If I don’t do my bit, it means that accounts payable is going to be impacted and all of a sudden, the way that I view this task and the way that I view my role in completing this task has changed. I have become part of that system.

It’s not just me working away to my standard, it’s me helping the business achieve a bigger goal.

The other thing that it allows us to do is by looking at things as part of the system and not being customised for any one piece, it allows our processes to grow and to contract. So it is super scale-friendly. If we’re always considering the things and the impact that happens on a system, it doesn’t matter who is in what role. Doesn’t matter if Jane takes time off and Peter replaces her. Because we would expect Peter to have the knowledge and understanding of that role and when we’re designing things like that, there isn’t this overhead of, but where’s all the information I need to actually do this? Because the knowledge, the understanding, and the context are built into the way it has been designed to operate.

We start to get all of these efficiencies happening. It reduces the number of questions that people need to ask because they’re answered already.

You’ll see big businesses have these big, massive organisation charts. Now, have they always been that way? No. Do they stay that way? Also no. Organisation charts in big businesses are something that grows big and then they look at it and go, right, this isn’t working for us anymore. So they call, contract, refine, and get smaller. Then they build it back up. Then they cull, contract, refine, and get smaller. Part of the reason that they’re able to do this is because big organisations do not operate based on one human. They very much need people to be able to come in and out without the quality of what they’re doing being impacted. So they have to operate in a way where they’re offering. A consistent service, consistent product, maintaining their reputation, despite what the internal workings or internal structure of that business is.

Gradually Integrating Systems Thinking

If I’ve sold you on systems thinking, and you’re like, okay, I can see why I might be interested in this, or why it might be worth exploring. What impact does it actually have?

The long-term impact of systems thinking is increased productivity.

Time is money. The more efficient we are, the more effective we are, the more productive we are with purpose, we’re more profitable. We have less sunk time costs.

All of the training and retraining and the friction that gets caused by clunky processes or things not moving in a smooth manner, will disappear. Plans getting made that then overlap with other things that are already in place and then you have to rework things, that all gets eliminated when you look at things in a systems lens.

You’ll get less spot fires because we’re not just solving one tiny cog’s problem at a time. When that is a problem, we already are proactively thinking about how it’s going to impact the rest of the system and the solution that we pick is likely to be very different than if we were just focused on that one cog. That’s not to say that the solution is going to take longer to concept or to implement. It’s just a different way of thinking. So it’s a different choice. Therefore, there are fewer spot fires that occur once that’s implemented because we’ve already factored in some of the other things that we might not have thought about before. There are less mistakes.

If we’re looking at, okay, that all sounds great. How much is this going to cost me to do though? What is the cost to implement this in my business? Really, there’s a few things. One, there’s a conversation cost. Systems thinking and operating in a systems manner with a systems approach is not achievable by just one person. It is a team approach. The business has to do it together and you have to get your team on board. There is a conversation that needs to happen. There’s an explanation. There’s a, “hey, this is why we’re doing this. This is why it matters to you. This is how you can operate in this new way”. So there’s that conversation and then the hand-holding that goes with it to kind of lead people through what it looks like on a day-to-day basis.

There’s the mindset shift. So systems thinking, its biggest piece is the mindset shift and quite often when there’s a mindset shift, we shy away because it’s something we have to consistently commit to until it becomes a habit. So it’s a cost that is worth mentioning, in my opinion.

Then there is the time to implement it. If I were to look at someone and say, “Okay, let’s come to your business and let’s implement a systems approach”. I would not be saying to them, “let’s rewrite all your processes in one go. Let’s do this audit, and that audit, and then completely overhaul everything”. This is not what you want to do. That is going to end up in a massive cost of time and money to whoever is going to help you do this. But do it as you go. So if you can get your team on board and explain it to them, whoever does that next piece of their job, ask them to look at it through a systems lens. Ask them to upgrade that process, ask them to think about where the gaps are in the way things are operating and start to build in these systems on the fly.

Do it as you go. And then it’s easier to catch everything that’s left and fix those as standalone.

Wrapping It Up

So when I say that this is a whole business approach, what does that mean? It means there’s lots of things that make up a business. There’s lots of things that contribute to business operations and to operating efficiently and effectively, and to have things feel good and have a culture that isn’t stressful or filled with pressure or making many mistakes.

When we’re talking about a whole business approach for systems, we want to look at the process level. We want to look at a task level. How do I do this task? Where does this task fit within the entire process? We want to look at a project planning level. So when we’re looking at, let’s say, a quarterly project, can be a big beast.

What’s the systems approach for this project? What should get considered? What shouldn’t be considered? What’s the impact? Where does it fit? What’s the priority? What are the resources? Where what strain is this going to put in other areas of the business? Where does this project plan fit in the whole scheme of my end goal for the business, of where we’re going for the year?

Are we on track? How is that consistent? We want it to be part of the system. At the end of the day, once this project is complete, is it something I’m going to do again? How can I build it in a way that it’s very easily repeated? And then, the same with business goals. You know where you want to get your business to and when you’re determining business goals I’m going to set this goal, but what is the impact of that goal? What does that mean? What does that mean for all of my cogs? Are my cogs in the right places? Do I have the right resources? Is something missing? Is something going to get stuck somewhere and I’m never going to be able to achieve that goal?

If we look at all the pieces throughout the business, as you come across them with a systems lens, you start to make better decisions and you start to become more productive and you give your team what they need so that they can be more productive. Without it being hard, and that is the beauty of systems thinking.

If there is one thing you want to implement today, to have a business that’s not reliant on any one person, including you, Google it. Look it up. Come and talk to me. Send me and my team an email. helpme@audaciousempires.com I would love to chat to you. I would love to come and boost your operations.

But ultimately I’d love you to explore what systems thinking and a systems approach might look like for your business. Hope you found this helpful. 

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Follow along with the transcript

Ep 5 The one thing you need to implement right now if you want a business that runs without you

Hey, hey, hey Rockstar. Today we are talking the number one thing you need to implement right now if you want a business that runs without you. Okay, so recently I was invited to speak at Do It Day in Melbourne and it was all about setting up your plans for the year and getting some things done in that day that were really going to move the needle.

In your business for that year. And so my presentation was titled how to get twice as much done with half the amount of time, which, you know, it sounds very elusive and it sounds very attractive who doesn’t want to do that. Is it in preparation of this day. And knowing that I wanted the audience to walk away with something that was true and something that they could [00:02:00] implement and use immediately.

I didn’t want it to be super complex, I didn’t want it to feel hard, and I wanted it to actually give that impact. Of super productivity. I was thinking and thinking, what is it then? What are the core things that people really need to embrace to get more done with less , all my time as an ops manager, as an OBM, as an integrator.

I’ve seen a lot of different tactics. I’ve seen a lot of different theories. I’ve tried lots of things and I’ve been behind many a seven figure business. The one concept. That has become my favorite and that I think is the most effective when trying to be productive and build a culture of productivity is the notion of systems thinking.

Now, I thought [00:03:00] this was quite funny when I first heard it because my brain went straight to computers and really complex maps, computer diagrams, systems, blinking lights. That’s where my brain went. Okay. But When applied to productivity and made slightly less geeky, it actually really works. So what is this notion of systems thinking?

If you were to imagine your business As an entire system, as an entire machine. Picture all of these cogs all connected in together. Now we know you spin one cog and it makes the other cog spin. Okay, so hopefully you’ve got this, awesome visual in your head. All these cogs, that’s your business.

The whole thing. And systems thinking is when you do two things. One approach[00:04:00] is when you take the approach of looking at all of the cogs at once from a big picture view, as well as looking at the individual cogs in a micro view when you’re trying to implement something new, create processes, make decisions. What this means is that any one cog only has good, productive, effective as the cogs around it.

Something that I’ve seen many, many business owners do is we fall into the trap of coming up with quick solutions and fixing a problem based on one cog. So we’re in the cog. Now the cog can be a person, can be a process. It can be an objective it can just be a problem that’s occurred. There are all these cogs, right?

So if we’re looking at something in [00:05:00] micro, we’re looking at a cog and let’s say something has gone wrong in this process. Part of this process is broken. And so we decide, okay, looking at this cog, this process I can say, for example, that my new members aren’t getting their second follow up. Let’s say that’s the piece that’s falling over.

Now that’s not great, because what is the impact that has, that has? It’s going to increase our churn rate, which we don’t want. So in my haste of, okay, how come we haven’t followed our process here and people are leaving or people, our members are getting less engaged because we don’t have that second follow up.

So something’s wrong with the process. What can we do to fix that? I know. I am going to get Susie. From the admin team to change this process and to start calling people. And I’m going to make sure that on the second of every month that every [00:06:00] person is checked and people who haven’t been called get called instant solution.

Problem fixed, looks good, sounds good, let’s go with it. But I’ve looked at that in isolation. What I haven’t considered are the cogs around it. So what is the impact? On Suzy. Suzy is already at capacity. So adding in this to her plate means she’s not going to be able to do something else, which will have a flow on effect.

100 percent guarantee. It’s okay, we’ll work that out when we get to it. What else is going to happen? Okay, on the second of every month, we’re going to start making all of these calls. But also on the second of every month is when our membership team pulls all of our members to do a planning session.

Let’s say this is what’s going to happen for the month. This is what you can expect. Is there anything we need to do to help you? Let’s say that happens on the second of every month. [00:07:00] Now your members, some of them, not all of them are going to get two calls. They’re going to get one from Susie saying, Hey, just checking in, making sure you’ve joined the group.

Do you know what we’ve got going on this month? Then they’re going to get a call from your member team. Saying, hey, let’s do a check in, let’s see, a 15 minute blitz of what you want to achieve this month and see if you’re available to attend any of the calls that are happening, two calls in one day, and then nothing the rest of the month.

Now, we’ve impacted the member team. Because imagine the backlash that they’re going to get when people start saying, I’m confused, I already spoke to you today. We’ve impacted Susie. We’ve impacted the other cogs that will have to bear the weight of Susie not doing what Susie was meant to do because she’s now calling people.

We’ve impacted the members, which all in all, is going to do the reverse of what we wanted. We did this. [00:08:00] So that we could reduce our churn rate and keep our members engaged. The solution that we’ve implemented, although it seems good on the surface, when you look at the things surrounding it, we start to see these holes and the impact is actually the opposite of what we are wanting.

Two calls in one day and nothing for the rest of the month is going to increase that churn rate. It is not going to decrease it. People are not going to like it and it’s going to feel clunky and the business doesn’t really know what they’re doing. So it has the opposite impact. And this is where systems thinking, like that’s a very niched down example, but I wanted one that you could follow along and understand, but it can apply to so many different things.

So systems thinking is about when we come up with the solution, it’s looking at, okay, here’s the different solutions we could have. Now, what is the impact [00:09:00] of these solutions, of this plan, of this process, on the system? And then you start to look at all the cogs around. So we’re looking at our one cog, the cogs that are next to it, and the big picture as a whole.

So it’s a layered approach. And although it can seem quite complex when you’re going, Oh, I’m going to have to make all these considerations and I’m going to have to be, write really extensive processes around things. This is going to take ages. It actually doesn’t. So it is a mindset shift and it is something where when you start doing it, it gets quite quick.

And depending on the complexity of what you’re doing at the time, that impacts how much investment time you need. So for a task, at a task level, sometimes at a process level, that’ll take you five minutes to do this thought process. It is just getting in the habit of doing it. It’s a bit different when we’re looking at a business vision or setting, yearly goals and looking at the impact on the system and the [00:10:00] resources, the process that are needed.

But in an everyday operational capacity, the cost is nowhere near as high as the benefit it will bring. Okay, so hopefully that explains to you what systems thinking is. Now you might be wondering, why should I invest my time, effort, energy into trying to understand this concept and then implement it?

Okay when we’re looking at systems thinking, We are creating a business that is not reliant on any one person, process, task. It is creating a business that has considerations of multiple pieces. In that comes position. So let’s take documenting processes, for example. When I document [00:11:00] processes and create SOPs, And this is the same thing that my team does, is we look at that process and the context of that process.

So the context is everything and that’s where the systems thinking comes in. Why do we do this process? When do we do this process? Who is it that is impacted by this process? What do we want to achieve by doing this process? And what are the steps? And we want to think about things as we’re documenting from that system perspective.

So when we’re creating things, we’re not creating them for one person. We’re not creating a process with these five steps, because we know that’s the way that Jane likes to do it. We’re creating it from the perspective of, okay, Jane’s role, let’s say, is customer service representative. What is the best approach for the [00:12:00] customer service representative to take?

To execute this process with the knowledge, experience, and understanding that a customer service representative has, what is the process they would take? What is the knowledge they might be missing? And who else does this process impact? Hey, customer service rep, if you see these four things, you might want to go and talk to the accounts payable team, and they’ll be able to help you with the next piece.

So what we’re doing before someone’s even picked up that process to do that job, they will know if this is the process they’re meant to use, they’ll be able to track what they’re trying to achieve with it, they’ll be able to see the scope, the start and finish, they’ll already be able to identify the next steps that are needed or how to troubleshoot if needed, because they know the flow and effect.

They can see the impact if they don’t do their piece correctly. [00:13:00] Okay, if I don’t do my bit, it means that accounts payable is going to be impacted. And all of a sudden, the way that I view this task and the way that I view my role in completing this task has changed. I have become part of that system.

It’s not just me working away to my standard, it’s me helping the business achieve a bigger goal

The other thing that it allows us to do, by looking at things as part of the system and not being customised for any one piece, it allows our processes to grow and to contract. And so it is super scale friendly. If we’re always considering the things and the impact that happens on a system, it doesn’t matter who is in what role.

Doesn’t matter if Jane takes time off and Peter replaces [00:14:00] her. Because we would expect Peter to have the knowledge and understanding of that role. And when we’re designing things like that, there isn’t this overhead of, but where’s all the information I need to actually do this? Because the knowledge, the understanding, and the context is built into the way it has been designed to operate.

And so we start to get all of these efficiencies happening. It reduces the number of questions that people need to ask because they’re answered already. That’s what context gives. And , you’ll see big businesses all the time. And what they will do, is they’ll have these big, massive organisation charts.

Now, have they always been that way? No. Do they stay that way? Also no. Organisation charts in big businesses are something that grows big and then they look at it and go, right, this isn’t working for us anymore. So they cull, contract, refine, and [00:15:00] get smaller. Then they build it back up. Then they cull, contract, refine, get smaller.

And part of the reason that they’re able to do this is because big organisations do not operate based on one human. They very much need people to be able to come in and out without the quality of what they’re doing being impacted. So they have to operate in a way where they’re offering. A consistent service, consistent product, maintaining their reputation, despite what the internal workings or internal structure of that business is.

It’s all systems thinking. Alright, so if we have, if I’ve sold you on systems thinking, and you’re like, okay, I can see why I might be interested in this, or why it might be worth exploring. What impact does it actually have? So the long term impact of [00:16:00] systems thinking is increased productivity.

Which, time is money. So the more efficient we are, the more effective we are, the more productive we are with purpose, we’re more profitable. We have less sunk time costs. So all of the training and retraining and the friction that gets caused by clunky processes or things not moving in a smooth manner.

Plans getting made that then overlap with other things that are already in place. And then you have to rework things. That all gets eliminated when you look at things in a systems lens, you’ll get less spot fires because. We’re not just solving one tiny cog’s problem at a time. When that has a problem, we already are proactively thinking about how it’s going to impact the rest of the system and the solution that we pick [00:17:00] is likely to be very different than if we were just focused on that one cog.

And that’s not saying that solution is going to take longer to concept or to implement. It’s just a different way of thinking. So it’s a different choice. Therefore, there’s less spot fires that occur once that’s implemented because we’ve already factored in some of the other things that we might not have thought about before.

And there are less mistakes. When we’re building in context, when we’re giving people what they need to excel, thrive, and know what they’re trying to achieve, know where to go if they get stuck. If this process breaks, what’s the backup? There’s going to be less mistakes. We’re giving the solutions before there’s even an issue.

And then if we’re looking at, okay, that all sounds great. How much is this actually going to cost me to do though? What is the cost to [00:18:00] implement this in my business? Really, there’s a few things. One, there’s a conversation cost. Systems thinking and operating in a systems manner with a systems approach is not achievable by just one person.

It is a team approach. The business has to do it together and you have to get your team on board. There is a conversation that needs to happen. There’s an explanation. There’s a, hey, this is why we’re doing this. This is why it matters to you. This is how you can operate in this new way. So there’s that conversation and then the hand holding that goes with it to kind of lead people through what it looks like on a day to day basis.

There’s the mindset shift. So systems thinking, its biggest piece is the mindset shift. And quite often when there’s a mindset shift, we shy away because it’s [00:19:00] something we have to consistently commit to until it becomes a habit. So it’s a cost that is worth mentioning, in my opinion. And then there is the time to implement it.

Now, if I was to look at someone and say, Okay, let’s come to your business and let’s implement, a systems approach. I would not be saying to them, Let’s rewrite all your processes in one go. And let’s do this audit, and that audit, and then completely overhaul everything. This is not what you want to do.

That is going to end up in a massive cost of time and money to whoever is going to help you do this. But do it as you go. So if you can get your team on board and explain it to them, whoever does that next piece of their job, ask them to look at it through a systems lens. Ask them to upgrade that process, ask them to think about where the gaps are in the [00:20:00] way things are operating and start to build in these systems on the fly.

Do it as you go. And then it’s easier to catch everything that’s left and fix those as standalone.

So when I say that this is a whole business approach, what does that actually mean? And it means There’s lots of things that make up a business. There’s lots of things that contribute to business operations and to operating efficiently and effectively, and to have things feel good and have a culture that isn’t stressful or filled with pressure or making many mistakes.

But when we’re talking about a whole business approach for systems, we want to look at the process level. We want to look at a task level. How do I do this task? Where does this task fit within the entire process? We want to look at a project planning level. [00:21:00] So when we’re looking at, let’s say, a quarterly project, can be a big beast.

What’s the systems approach for this project? What should get considered? What shouldn’t be considered? What’s the impact? Where does it fit? What’s the priority? What are the resources? Where what strain is this going to put in other areas of the business? Where does this project plan fit in the whole scheme of my end goal for the business, of where we’re going for the year?

Are we on track? How is that consistent? We want it to be part of the system. And at the end of the day, once this project is complete, is it something I’m going to do again? How can I build it in a way that it’s very easily repeated? And then, the same with business goals. You know where you want to get your business to.

And when you’re determining business goals I’m going to set this goal, but what is the impact of that goal? What [00:22:00] does that mean? What does that mean for all of my cogs? Are my cogs in the right places? Do I have the right resources? Is something missing? Is something going to get stuck somewhere and I’m never going to be able to achieve that goal?

If we look at all the pieces throughout the business, as you come across them with a systems lens, you start to make better decisions and you start to become more productive and you give your team what they need so that they can be more productive. Without it being hard, and that is the beauty of systems thinking.

 If there is one thing you want to implement today, to have a business that’s not reliant on any one person, including you, Google it. Look it up. Come and talk to me. Send me and my team an email. Helpme at AudaciousEmpireHeads. com I would love to chat to you. I would love to come and boost your operations.

But ultimately I’d love you to explore what systems [00:23:00] thinking and a systems approach might look like for your business. Hope you found this helpful. See you next week.​