June 20, 2024 • 9 mins
FREE One-Page Handoff Sheet - https://www.joeyhyoung.com/one-page-handoff
🔤 Blog post - https://www.joeyhyoung.com/blog/from-chaos-to-consistency-scaling-to-7-figures-with-effective-systems
➡️ Instagram - https://go.joeyhyoung.com/Instagram
Ever wondered how to bottle that lightning strike of success and turn it into a consistent revenue stream? Today on Brightside Business I'm pulling back the curtain on the systems that helped me scale my family’s professional service business to over $100,000 in monthly revenue. From the trenches to the boardroom, I'll share the exact strategies that transformed our chaotic workflows into seamless operations. Discover the secrets to creating predictability in your sales and fulfillment processes, and learn how to step back and work on your business without it falling apart.
Say goodbye to the constant firefighting and reinventing the wheel every Monday. This episode is packed with actionable advice on how to tackle those recurring problems that keep popping up in your meetings and how to systematize mundane tasks for better efficiency. Find out how to streamline communication, reduce errors, and automate manual processes to cut down on human work hours and hiring costs. If you're ready to turn your business into a well-oiled machine, this is the episode you can’t afford to miss. Get ready to transform your operations and scale to new heights!
Got Questions? Send them here and I'll tackle them on the show: joey@joeyhyoung.com
Follow me on Instagram, X/Twitter, and Threads for daily content on business strategy and high performance @joeyhyoung
Ready to scale your business? Book a free connection call here and let's chat!
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Joey Young (00:00):
Welcome to Breadside Business, where we talk
directly to online entrepreneurslike yourself about how to
scale a seven figures and beyond.
My name's Joey Young.
I help scale my family'sprofessional service business
from $90,000 to over $100,000 inrevenue per month in under two
years, and I don't have an MBAor any fancy letters after my
name if that's what you'relooking for.
(00:21):
But I do have a four-yeardegree in increasing quarterly
revenue and I have a lot oflessons learned along the way,
so I'm excited to talk todayabout systems, which is one of
those lessons that I learned.
You know we talked in the lastepisode about priorities and
what priorities you should haveas a business owner to be able
to leverage those keyneedle-moving activities to
(00:43):
create revenue and results.
That's a great episode, butthis one is about all right, we
got something going here.
There's a little bit oflightning here.
How do we get that thing in abottle?
How do we create predictabilityin sales and fulfillment?
How do we create the ability tostep back from your business a
little bit and work on it, notjust in it, every single day?
Well, the answer is people andprocess.
(01:04):
We're going to talk more abouthow to do that later, but first
just defining what creatingsystems in your business is all
about.
Anyway, the whole idea tocreate a system in your business
is just to be able to have theability to delegate something
that you don't like doing On apersonal level.
That's a lot of fun.
It's about reducing the amountsof human work hours you need to
accomplish certain tasks andtherefore lower the amount of
(01:27):
hiring you to do, which drivesdown costs but also takes the
complexity out of your businessas well.
Businesses that don't have goodsystems often have a lot of
problems that are fires thathave to be solved on a daily and
a weekly basis because there'snot a way we do things.
Instead, it's a let's make itup as we go along, reinvent the
wheel every Monday kind ofmentality, and that's just not
(01:50):
gonna fly if you wanna createreal, sustained, consistent
profits and a system that willcontinue on even if you take a
step back from it.
So what do you systematize inyour business?
There's a lot of areas youcould put systems into, but
let's focus on a couple here,and the first is thinking about
(02:11):
what are those problems that arerepeat offenders, the repeat
offenders in your business, whatare those issues that pop up on
a regular cadence.
Every week, every month, everyquarterly meeting we sit down.
We have the same problem.
Maybe that we could use asystem to solve that problem,
because if it's coming up overand over again, we either need
to say this is not something wecan solve for this is outside
our scope and our business, orwe need to create a non-bandaid,
(02:33):
real root problem solvingsystem.
So that's the first thing tothink about.
What issues do you always talkabout and always require a
meeting to solve, whether it'severy month or every quarter or
whatever?
Another area of your businessthat might need a system is an
area that's kind of boring, kindof usual, just part of the
day-to-day, but it's just alittle bit haphazard.
(02:55):
It's just a little bit unclearabout each of the steps along
the way.
There's just a couple of moredays in between the pieces of
communication that need to bedone to finish the task.
There's a lot of more days inbetween the pieces of
communication that need to bedone to finish the task.
There's a lot of little stepsthat aren't exactly defined.
So it's not running like awell-oiled machine.
It's more like a you knowtrundling horse per se.
(03:16):
So those are prime areas forsystems, because those are
probably areas of your businesswhere there's a lot of human
work hours, like there's a lotof time being spent from your
staff to like go through thosedifferent processes, because
there isn't a really clear,defined step, maybe there's
multiple people responsible forthe same thing, maybe there's
communication breakdowns, maybethere's errors because of data
(03:40):
entry issues, because this isjust a very manual process and
there's no automation.
You know that's a really goodcandidate area of your business
needing a system, because if youcan create a system in a normal
everyday area of your businessthat solves a problem, that
prevents three problems fromhappening, you're going to be
(04:01):
setting yourself up for a winbecause you won't be doing work
twice or having to go back anddo something over again, which
happens a lot in businesseswhere there are few systems.
Okay, now you have an idea ofwhat areas of your business you
want to have systems in.
Let's talk about the process foractually implementing those
systems, because a lot of peoplethink, oh, you know, creating a
system, I just, you know, opena Word doc, type out the process
(04:23):
I want and then give it towhoever's responsible for, you
know, actioning it.
And that usually doesn't work,because, when it comes to
systems, you've got to startwith people.
People are actually the mostimportant piece of the system,
and the first step you have tounderstand who are the people
which are responsible for thesystem, making sure that they're
(04:43):
the right person who'sresponsible for that area of the
business, and that you cantrust them, because the way to
build a really good system is toask the person who's
responsible for.
The way to build a really goodsystem is to ask the person
who's responsible foradministering that system to
write the first draft of thatSOP, that process, that system.
You want to make sure that youpush down the responsibility of
(05:05):
creating and maintaining the SOPto the person who's actually
going to be administering it,and once they create the first
draft, they can bring it to you.
You can give feedback, you canremove steps that you think
aren't necessary, you can tweakthings, but ultimately it's
their decision what that systemis going to be, because they're
(05:25):
the sales manager, for example,and so you want them to take
ownership of that area of thebusiness.
And what's true is foremployees and people in general
is if they don't create it, thenthey won't support it.
You know, if they don't have asay, then they won't buy into a
system.
The problem with the businessowner who creates a system and
(05:45):
just delegates it like straightoff, like here here's how we do
things, here Go, do it is peoplestart focusing on the steps of
the process as opposed to theresult they're supposed to be
generating right by using thesteps.
And because the steps are holyand unchangeable and what the
business owner wants, they startgetting distracted from what
(06:05):
they're really responsible for,which is the result or the KPI
that they're responsible for.
You want them to be focused onthe result that they're
responsible for and the steps tobe able to be tweaked and to be
able to be upgraded and shiftedas different technology comes
out or different phases of thebusiness roll in and out.
You don't want that system tobe so set in stone that it can't
(06:28):
be shifted around when needed.
So that's why it's important tohave good people, a-team
players who you trust,overseeing an area of the
business, who you delegate theresponsibility for creating that
first draft and for finallydeciding on what that system
will be for that area of thebusiness and pushing it down and
then just having a little bitof feedback in there, if you
(06:50):
know, having the veto power perse if you don't like any
particular way that they've doneit.
The exception to this rule is ifyou're hiring from the outside.
Now if you're, let's say, youare the effectively the sales
manager at your organization andyou hire an outside hire to be
the sales manager, you do wantto give them a really clear
system, a really clear SOP, bothbecause it's really helpful for
(07:11):
you to document that and so youknow what your business does to
create the results it creates,but also because that new hire
has no context and if you justgive them free reign to do
whatever they want to do,they're probably going to change
things pretty quick and maybein a direction you don't like.
So if you have a new outsidehire, make sure you give them
really clear SOPs and systemsthat you use so that they can do
(07:35):
the best job possible.
And if you're liking this sortof like topic around systems,
you're probably going to enjoymy one-page handoff sheet.
It's a delegation tool that Ibuilt.
It's totally free.
There's a link in my descriptionhere of this episode so you can
just go check that out anddownload it.
It's totally free.
It's like literally one page tohelp you delegate something to
another team member.
(07:55):
It's not exactly the same thingas writing a system, but it's
very hand-in-hand, because ifyou're looking to, let's say,
hire an outside manager and youwant to know how do I delegate a
process to them, this one pagewill have it all there right
there the whole process ofcapturing the SOP and training
them and following up with them.
It's really good.
So check it out in the episodeshow notes and if you liked
(08:17):
something you heard in theepisode or you have a question
or thought, I'd love to hearfrom you about your thoughts
about this episode.
So shoot me an email, joey, atjoeyhyoungcom, or shoot me a DM
on Instagram.
It's at joeyhyoung on Instagramand while you're there, you can
actually click the link in mybio on Instagram and book a 20
minute consultation with me justto talk about your business,
(08:39):
how you can scale it fromwherever you're at 5, 10, 15,
20k a month in revenue, all theway up to 100K or more.
I'd love to help you out andgive you that free time to talk
about that.
And if you did enjoy this too,make sure to subscribe and to
like this video or share it onwhatever platform you're
listening to it on.
Just share it so that otherpeople can benefit from this
(09:01):
great content.
And until next time, happyscaling.
Welcome to Breadside Business, where we talk
directly to online entrepreneurslike yourself about how to
scale a seven figures and beyond.
My name's Joey Young.
I help scale my family'sprofessional service business
from $90,000 to over $100,000 inrevenue per month in under two
years, and I don't have an MBAor any fancy letters after my
name if that's what you'relooking for.
(00:21):
But I do have a four-yeardegree in increasing quarterly
revenue and I have a lot oflessons learned along the way,
so I'm excited to talk todayabout systems, which is one of
those lessons that I learned.
You know we talked in the lastepisode about priorities and
what priorities you should haveas a business owner to be able
to leverage those keyneedle-moving activities to
(00:43):
create revenue and results.
That's a great episode, butthis one is about all right, we
got something going here.
There's a little bit oflightning here.
How do we get that thing in abottle?
How do we create predictabilityin sales and fulfillment?
How do we create the ability tostep back from your business a
little bit and work on it, notjust in it, every single day?
Well, the answer is people andprocess.
(01:04):
We're going to talk more abouthow to do that later, but first
just defining what creatingsystems in your business is all
about.
Anyway, the whole idea tocreate a system in your business
is just to be able to have theability to delegate something
that you don't like doing On apersonal level.
That's a lot of fun.
It's about reducing the amountsof human work hours you need to
accomplish certain tasks andtherefore lower the amount of
(01:27):
hiring you to do, which drivesdown costs but also takes the
complexity out of your businessas well.
Businesses that don't have goodsystems often have a lot of
problems that are fires thathave to be solved on a daily and
a weekly basis because there'snot a way we do things.
Instead, it's a let's make itup as we go along, reinvent the
wheel every Monday kind ofmentality, and that's just not
(01:50):
gonna fly if you wanna createreal, sustained, consistent
profits and a system that willcontinue on even if you take a
step back from it.
So what do you systematize inyour business?
There's a lot of areas youcould put systems into, but
let's focus on a couple here,and the first is thinking about
(02:11):
what are those problems that arerepeat offenders, the repeat
offenders in your business, whatare those issues that pop up on
a regular cadence.
Every week, every month, everyquarterly meeting we sit down.
We have the same problem.
Maybe that we could use asystem to solve that problem,
because if it's coming up overand over again, we either need
to say this is not something wecan solve for this is outside
our scope and our business, orwe need to create a non-bandaid,
(02:33):
real root problem solvingsystem.
So that's the first thing tothink about.
What issues do you always talkabout and always require a
meeting to solve, whether it'severy month or every quarter or
whatever?
Another area of your businessthat might need a system is an
area that's kind of boring, kindof usual, just part of the
day-to-day, but it's just alittle bit haphazard.
(02:55):
It's just a little bit unclearabout each of the steps along
the way.
There's just a couple of moredays in between the pieces of
communication that need to bedone to finish the task.
There's a lot of more days inbetween the pieces of
communication that need to bedone to finish the task.
There's a lot of little stepsthat aren't exactly defined.
So it's not running like awell-oiled machine.
It's more like a you knowtrundling horse per se.
(03:16):
So those are prime areas forsystems, because those are
probably areas of your businesswhere there's a lot of human
work hours, like there's a lotof time being spent from your
staff to like go through thosedifferent processes, because
there isn't a really clear,defined step, maybe there's
multiple people responsible forthe same thing, maybe there's
communication breakdowns, maybethere's errors because of data
(03:40):
entry issues, because this isjust a very manual process and
there's no automation.
You know that's a really goodcandidate area of your business
needing a system, because if youcan create a system in a normal
everyday area of your businessthat solves a problem, that
prevents three problems fromhappening, you're going to be
(04:01):
setting yourself up for a winbecause you won't be doing work
twice or having to go back anddo something over again, which
happens a lot in businesseswhere there are few systems.
Okay, now you have an idea ofwhat areas of your business you
want to have systems in.
Let's talk about the process foractually implementing those
systems, because a lot of peoplethink, oh, you know, creating a
system, I just, you know, opena Word doc, type out the process
(04:23):
I want and then give it towhoever's responsible for, you
know, actioning it.
And that usually doesn't work,because, when it comes to
systems, you've got to startwith people.
People are actually the mostimportant piece of the system,
and the first step you have tounderstand who are the people
which are responsible for thesystem, making sure that they're
(04:43):
the right person who'sresponsible for that area of the
business, and that you cantrust them, because the way to
build a really good system is toask the person who's
responsible for.
The way to build a really goodsystem is to ask the person
who's responsible foradministering that system to
write the first draft of thatSOP, that process, that system.
You want to make sure that youpush down the responsibility of
(05:05):
creating and maintaining the SOPto the person who's actually
going to be administering it,and once they create the first
draft, they can bring it to you.
You can give feedback, you canremove steps that you think
aren't necessary, you can tweakthings, but ultimately it's
their decision what that systemis going to be, because they're
(05:25):
the sales manager, for example,and so you want them to take
ownership of that area of thebusiness.
And what's true is foremployees and people in general
is if they don't create it, thenthey won't support it.
You know, if they don't have asay, then they won't buy into a
system.
The problem with the businessowner who creates a system and
(05:45):
just delegates it like straightoff, like here here's how we do
things, here Go, do it is peoplestart focusing on the steps of
the process as opposed to theresult they're supposed to be
generating right by using thesteps.
And because the steps are holyand unchangeable and what the
business owner wants, they startgetting distracted from what
(06:05):
they're really responsible for,which is the result or the KPI
that they're responsible for.
You want them to be focused onthe result that they're
responsible for and the steps tobe able to be tweaked and to be
able to be upgraded and shiftedas different technology comes
out or different phases of thebusiness roll in and out.
You don't want that system tobe so set in stone that it can't
(06:28):
be shifted around when needed.
So that's why it's important tohave good people, a-team
players who you trust,overseeing an area of the
business, who you delegate theresponsibility for creating that
first draft and for finallydeciding on what that system
will be for that area of thebusiness and pushing it down and
then just having a little bitof feedback in there, if you
(06:50):
know, having the veto power perse if you don't like any
particular way that they've doneit.
The exception to this rule is ifyou're hiring from the outside.
Now if you're, let's say, youare the effectively the sales
manager at your organization andyou hire an outside hire to be
the sales manager, you do wantto give them a really clear
system, a really clear SOP, bothbecause it's really helpful for
(07:11):
you to document that and so youknow what your business does to
create the results it creates,but also because that new hire
has no context and if you justgive them free reign to do
whatever they want to do,they're probably going to change
things pretty quick and maybein a direction you don't like.
So if you have a new outsidehire, make sure you give them
really clear SOPs and systemsthat you use so that they can do
(07:35):
the best job possible.
And if you're liking this sortof like topic around systems,
you're probably going to enjoymy one-page handoff sheet.
It's a delegation tool that Ibuilt.
It's totally free.
There's a link in my descriptionhere of this episode so you can
just go check that out anddownload it.
It's totally free.
It's like literally one page tohelp you delegate something to
another team member.
(07:55):
It's not exactly the same thingas writing a system, but it's
very hand-in-hand, because ifyou're looking to, let's say,
hire an outside manager and youwant to know how do I delegate a
process to them, this one pagewill have it all there right
there the whole process ofcapturing the SOP and training
them and following up with them.
It's really good.
So check it out in the episodeshow notes and if you liked
(08:17):
something you heard in theepisode or you have a question
or thought, I'd love to hearfrom you about your thoughts
about this episode.
So shoot me an email, joey, atjoeyhyoungcom, or shoot me a DM
on Instagram.
It's at joeyhyoung on Instagramand while you're there, you can
actually click the link in mybio on Instagram and book a 20
minute consultation with me justto talk about your business,
(08:39):
how you can scale it fromwherever you're at 5, 10, 15,
20k a month in revenue, all theway up to 100K or more.
I'd love to help you out andgive you that free time to talk
about that.
And if you did enjoy this too,make sure to subscribe and to
like this video or share it onwhatever platform you're
listening to it on.
Just share it so that otherpeople can benefit from this
(09:01):
great content.
And until next time, happyscaling.
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