August 30, 2024 • 9 mins
What if you could transform your business into a well-oiled machine that delivers consistent results every time? In this episode of Brightside Business, I'll reveal the secrets behind scaling my family's professional services business to $100,000 per month through the power of effective business systems. We'll cover the pivotal role repeatable processes play in enhancing customer experience, reducing confusion, and fortifying your business against turnover. Learn my tactical three-step process for creating and refining these systems, and discover how to pinpoint exactly where your business needs them the most.
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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 to
online entrepreneurs likeyourself about how to grow to
seven figures and beyond.
My name is Joey Young.
I grew my family's professionalservices business to $100,000 a
month in two years and Ilearned a lot of lessons along
the way.
One of them is how to createand install business systems.
If you think about it, abusiness really is just a series
(00:22):
of repeated systems thatgenerate a result that customers
pay for.
So how do we install thesesystems in the most efficient
way so we can actually grow ourrevenue like the best of the
best?
Because if you think about itlike Chipotle, if you get a bowl
on the East Coast, it'sprobably going to taste
relatively the same as a bowlyou get in San Francisco.
Why do they do that?
(00:42):
Because they can A improve thecustomer experience.
They can have consistency.
So I know if I'm on vacation, Iget Chipotle, I'm going to get
a pretty good bowl of whateverI'm ordering.
Number two lowering confusionand work hours.
To complete a unit of value.
Systems are really helpful forreducing the confusion and the
(01:06):
wasted time staff take onfiguring out who's responsible
for what.
What are we trying to do here?
How do we handle this exception.
All that stuff and number threesystems will stabilize a
business.
If you're looking to sell inthe future or you're looking to
protect yourself from turnoverif someone quits and they don't
write down how they do their job, a business system is the
(01:27):
number one way to set yourselfup and protect yourself from
those scenarios.
So the question is how do weinstall these systems, how do we
do them in a way that's quick,that isn't too laborious and
that we'll actually use so wecan increase the customer
experience, increase the amountof value we create per work hour
and increase the protection wehave in our business against all
(01:49):
the turnover that may happen inthe future.
Well, three steps, really,really easy.
I'm going to walk you throughit right now.
This is a very tactical episode, okay, so you can even write
this down.
Number one is identify the areaof your business that needs a
system.
Number two have the SOP meeting.
Number three have a 30-minutefollow-up meeting about the SOP.
(02:10):
Okay so, number one identifythe area.
Now there's two reasons why youmight need a system in a
particular area of your business.
The first one is it's causing anegative customer experience If
there's an area of yourbusiness where your staff are
complaining, the clients arecomplaining about the results
they're getting.
If there's a lack of clarityaround who's responsible for
(02:33):
something and you're gettingnegative feedback from your
clients about that particulararea, that part of your business
is ripe for a system to clarifywhere we're taking care of this
particular problem, what brokedown, how we can actually line
up the tasks that need to getdone with the staff member who's
going to do them, and in theright order to generate a better
customer result, becausethere's a problem.
(02:55):
So the first one is there's aproblem.
Basically, the second reasonyou might need a business system
is because you're trying tocapture the genie in a bottle.
There's something that's goingwell that you want to replicate.
Let's say, you have anexcellent salesperson and
they're crushing it.
They're getting a third moresales than any other team member
and you ask them what are youdoing to get all those sales?
(03:15):
And they, you know, give you afew things and then you share it
with the other salespeople andthey don't actually implement it
, so they don't get the sameresults.
Well, that is an area of thebusiness that needs a system,
because you can't just rely onasking people or suggesting best
practices.
You want to take that bestpractice your top salesperson is
(03:37):
doing and implement it in aconsistent way across every
experience that your salespeoplecreates so that you get the
most sales.
So those are the two ways tochoose an area of your business
that need a system.
Now what do you actually do tobuild that system once you know
that area needs it?
Well, first you have an SOPmeeting.
(03:58):
So this is step two.
The SOP meeting is initiated byyou sending an email to all the
stakeholders who have a part inthis SOP.
So if they have someresponsibility towards the
result we're trying to createwith this SOP SOP meaning
standard operating procedure, ifyou haven't heard that term
before If they are going to havea role in the SOP, they should
(04:20):
be at this meeting.
So all the stakeholders shouldbe there.
You send an email, schedule atime to meet and then you ask
the person who is the primarystakeholder, who will be having
the most responsibility for thisSOP, to write a draft of the
SOP before the meeting to reviewat the meeting.
So don't come to the meetingwith a blank page.
(04:41):
Have the person who's primarilyresponsible for this SOP, who
has the most percentage role indelivering the SOP, write the
draft and do it in thisparticular format, and this is
very simple on purpose.
So you'll actually do it andit'll be very repeatable.
Four columns on a table.
Think about it.
(05:01):
Have them write out on columnnumber one the step of the SOP
One, two, three, four, five, six.
So you can think about columnnumber one as steps, and then
the rows going down are one, two, three, four steps in the
standard operating procedure.
Column number two, just to theright of column number one, is
the task.
What is the thing that needs toget done for that particular
(05:22):
step of the SOP?
Column number three the personresponsible for that step.
Column number four any notes,links or relevant things that
need to be written about saidtask.
Very simple Four columns stepnumber, task, person responsible
and any notes or links.
Have them write it out in a docand bring it to the meeting.
(05:45):
At the meeting, that person whowrote the SOP draft will share
their screen and you'll all talkthrough as a team and come to
an agreement about how we dothings here.
That's what you're aiming for.
The SOP is basically just howwe do things at our company.
This is the best practice.
This is the way we do it.
This is what we are going to dofrom today onward.
(06:08):
Notice, you are not using theword universal consensus.
We're not looking for everyoneto think that this is the best
idea.
We're not only moving forwardif we have universally
supporting every step of the SOP.
We are just universallyagreeing.
This is how we do things here,even if there are some varied
opinions, and it's your job asthe leader to work through any
(06:29):
differing opinions and have somehealthy conflicts so that you
can come to the best SOPpossible at the end of that
meeting healthy conflict so thatyou can come to the best SOP
possible at the end of thatmeeting.
At the end of the meeting,think through anyone who might
need to know about the SOP, whowas not present at the meeting,
and send them a copy of the SOP.
Okay, so you have this meeting.
You went through the draft.
You decided here's how we dothings here.
(06:51):
You've completed the SOP, it'sdone, you're using it from that
day onward and you've emailed itoff to anyone who might need to
know about the new process.
That's the second step.
Step number three you need toschedule a 30-minute follow-up
meeting two to four weeks later.
This follow-up meeting is threethings three questions you
(07:12):
answer and then you're done.
So we're not again notover-complicating this.
This is not laborious.
You just got to talk aboutthree questions.
Number one did we actually usethe SOP in the last two to four
weeks since we had the SOPmeeting?
And if we didn't, why notAnswer that question?
If you didn't use it at all,it's probably because someone
(07:32):
secretly thought they had abetter way of doing things in
the SOP.
So you got to overcome thatobjection.
You got to maybe edit the SOP alittle bit too, or just, you
know, tell the person toactually implement it.
If you indeed use the SOP, youcan move on to question two did
it actually create the resultsthat were intended?
You know, if it's a greatsystem but it doesn't create the
(07:53):
right customer surprise anddelight or the right result for
the client that we're workingwith, it's not a good system.
So we got to make sure that notonly did we do it, but that it
created the intended result.
And number three are there anyedits that we need to make to
address the first two questions?
So, did we use it?
Did it actually create theresult we want?
What edits do we need to make.
(08:14):
That's how you review an SOPand make sure it's actually
doing what it's supposed to do.
Very simple process.
Hope this simple framework washelpful to you and you can
actually use it and implement itin your business.
And hey, if you have a questionabout anything to do with
productivity or businessstrategy, I would love to hear
it so I can answer it on thepodcast here.
(08:36):
Shoot me an email with yourquestion.
That's joey at joeyhyoungcom.
That's J-O-E-Y-H-Y-O-U-N-Gcom.
Or shoot me a DM on Instagram.
That's at joeyhyoung onInstagram.
Would love to address yourquestion here about anything to
do with any of these topics or aproblem you're facing in your
business.
And hey, if you wanna actuallyget some specific advice on how
(08:58):
to break through the revenuebarriers you're facing in your
business and how to get throughsome of the problems you're
facing and scale your revenue,there's a free 20-minute
consultation.
You can book with me in theshow notes or in the link in my
Instagram bio.
Feel free to do that.
We'll chat about your businessand help you break through some
of the problems you're facingright now.
And don't forget, if you're allthe way to the end of the
(09:19):
episode here, there must havebeen something helpful.
So don't forget to subscribelike this.
Rate it five stars, follow theshow whatever platform you're on
.
All those things, the thumbs up.
They really help the show getpushed out to the right people.
So please do that for me if youdon't mind.
You're at the end of the showhere.
Give me the thumbs up, thesubscribe, the follow the
five-star review.
(09:39):
It's really really helpful.
Thank you so much and untilnext time, my friends, happy
scaling.
Welcome to Breadside Business, where we talk to
online entrepreneurs likeyourself about how to grow to
seven figures and beyond.
My name is Joey Young.
I grew my family's professionalservices business to $100,000 a
month in two years and Ilearned a lot of lessons along
the way.
One of them is how to createand install business systems.
If you think about it, abusiness really is just a series
(00:22):
of repeated systems thatgenerate a result that customers
pay for.
So how do we install thesesystems in the most efficient
way so we can actually grow ourrevenue like the best of the
best?
Because if you think about itlike Chipotle, if you get a bowl
on the East Coast, it'sprobably going to taste
relatively the same as a bowlyou get in San Francisco.
Why do they do that?
(00:42):
Because they can A improve thecustomer experience.
They can have consistency.
So I know if I'm on vacation, Iget Chipotle, I'm going to get
a pretty good bowl of whateverI'm ordering.
Number two lowering confusionand work hours.
To complete a unit of value.
Systems are really helpful forreducing the confusion and the
(01:06):
wasted time staff take onfiguring out who's responsible
for what.
What are we trying to do here?
How do we handle this exception.
All that stuff and number threesystems will stabilize a
business.
If you're looking to sell inthe future or you're looking to
protect yourself from turnoverif someone quits and they don't
write down how they do their job, a business system is the
(01:27):
number one way to set yourselfup and protect yourself from
those scenarios.
So the question is how do weinstall these systems, how do we
do them in a way that's quick,that isn't too laborious and
that we'll actually use so wecan increase the customer
experience, increase the amountof value we create per work hour
and increase the protection wehave in our business against all
(01:49):
the turnover that may happen inthe future.
Well, three steps, really,really easy.
I'm going to walk you throughit right now.
This is a very tactical episode, okay, so you can even write
this down.
Number one is identify the areaof your business that needs a
system.
Number two have the SOP meeting.
Number three have a 30-minutefollow-up meeting about the SOP.
(02:10):
Okay so, number one identifythe area.
Now there's two reasons why youmight need a system in a
particular area of your business.
The first one is it's causing anegative customer experience If
there's an area of yourbusiness where your staff are
complaining, the clients arecomplaining about the results
they're getting.
If there's a lack of clarityaround who's responsible for
(02:33):
something and you're gettingnegative feedback from your
clients about that particulararea, that part of your business
is ripe for a system to clarifywhere we're taking care of this
particular problem, what brokedown, how we can actually line
up the tasks that need to getdone with the staff member who's
going to do them, and in theright order to generate a better
customer result, becausethere's a problem.
(02:55):
So the first one is there's aproblem.
Basically, the second reasonyou might need a business system
is because you're trying tocapture the genie in a bottle.
There's something that's goingwell that you want to replicate.
Let's say, you have anexcellent salesperson and
they're crushing it.
They're getting a third moresales than any other team member
and you ask them what are youdoing to get all those sales?
(03:15):
And they, you know, give you afew things and then you share it
with the other salespeople andthey don't actually implement it
, so they don't get the sameresults.
Well, that is an area of thebusiness that needs a system,
because you can't just rely onasking people or suggesting best
practices.
You want to take that bestpractice your top salesperson is
(03:37):
doing and implement it in aconsistent way across every
experience that your salespeoplecreates so that you get the
most sales.
So those are the two ways tochoose an area of your business
that need a system.
Now what do you actually do tobuild that system once you know
that area needs it?
Well, first you have an SOPmeeting.
(03:58):
So this is step two.
The SOP meeting is initiated byyou sending an email to all the
stakeholders who have a part inthis SOP.
So if they have someresponsibility towards the
result we're trying to createwith this SOP SOP meaning
standard operating procedure, ifyou haven't heard that term
before If they are going to havea role in the SOP, they should
(04:20):
be at this meeting.
So all the stakeholders shouldbe there.
You send an email, schedule atime to meet and then you ask
the person who is the primarystakeholder, who will be having
the most responsibility for thisSOP, to write a draft of the
SOP before the meeting to reviewat the meeting.
So don't come to the meetingwith a blank page.
(04:41):
Have the person who's primarilyresponsible for this SOP, who
has the most percentage role indelivering the SOP, write the
draft and do it in thisparticular format, and this is
very simple on purpose.
So you'll actually do it andit'll be very repeatable.
Four columns on a table.
Think about it.
(05:01):
Have them write out on columnnumber one the step of the SOP
One, two, three, four, five, six.
So you can think about columnnumber one as steps, and then
the rows going down are one, two, three, four steps in the
standard operating procedure.
Column number two, just to theright of column number one, is
the task.
What is the thing that needs toget done for that particular
(05:22):
step of the SOP?
Column number three the personresponsible for that step.
Column number four any notes,links or relevant things that
need to be written about saidtask.
Very simple Four columns stepnumber, task, person responsible
and any notes or links.
Have them write it out in a docand bring it to the meeting.
(05:45):
At the meeting, that person whowrote the SOP draft will share
their screen and you'll all talkthrough as a team and come to
an agreement about how we dothings here.
That's what you're aiming for.
The SOP is basically just howwe do things at our company.
This is the best practice.
This is the way we do it.
This is what we are going to dofrom today onward.
(06:08):
Notice, you are not using theword universal consensus.
We're not looking for everyoneto think that this is the best
idea.
We're not only moving forwardif we have universally
supporting every step of the SOP.
We are just universallyagreeing.
This is how we do things here,even if there are some varied
opinions, and it's your job asthe leader to work through any
(06:29):
differing opinions and have somehealthy conflicts so that you
can come to the best SOPpossible at the end of that
meeting healthy conflict so thatyou can come to the best SOP
possible at the end of thatmeeting.
At the end of the meeting,think through anyone who might
need to know about the SOP, whowas not present at the meeting,
and send them a copy of the SOP.
Okay, so you have this meeting.
You went through the draft.
You decided here's how we dothings here.
(06:51):
You've completed the SOP, it'sdone, you're using it from that
day onward and you've emailed itoff to anyone who might need to
know about the new process.
That's the second step.
Step number three you need toschedule a 30-minute follow-up
meeting two to four weeks later.
This follow-up meeting is threethings three questions you
(07:12):
answer and then you're done.
So we're not again notover-complicating this.
This is not laborious.
You just got to talk aboutthree questions.
Number one did we actually usethe SOP in the last two to four
weeks since we had the SOPmeeting?
And if we didn't, why notAnswer that question?
If you didn't use it at all,it's probably because someone
(07:32):
secretly thought they had abetter way of doing things in
the SOP.
So you got to overcome thatobjection.
You got to maybe edit the SOP alittle bit too, or just, you
know, tell the person toactually implement it.
If you indeed use the SOP, youcan move on to question two did
it actually create the resultsthat were intended?
You know, if it's a greatsystem but it doesn't create the
(07:53):
right customer surprise anddelight or the right result for
the client that we're workingwith, it's not a good system.
So we got to make sure that notonly did we do it, but that it
created the intended result.
And number three are there anyedits that we need to make to
address the first two questions?
So, did we use it?
Did it actually create theresult we want?
What edits do we need to make.
(08:14):
That's how you review an SOPand make sure it's actually
doing what it's supposed to do.
Very simple process.
Hope this simple framework washelpful to you and you can
actually use it and implement itin your business.
And hey, if you have a questionabout anything to do with
productivity or businessstrategy, I would love to hear
it so I can answer it on thepodcast here.
(08:36):
Shoot me an email with yourquestion.
That's joey at joeyhyoungcom.
That's J-O-E-Y-H-Y-O-U-N-Gcom.
Or shoot me a DM on Instagram.
That's at joeyhyoung onInstagram.
Would love to address yourquestion here about anything to
do with any of these topics or aproblem you're facing in your
business.
And hey, if you wanna actuallyget some specific advice on how
(08:58):
to break through the revenuebarriers you're facing in your
business and how to get throughsome of the problems you're
facing and scale your revenue,there's a free 20-minute
consultation.
You can book with me in theshow notes or in the link in my
Instagram bio.
Feel free to do that.
We'll chat about your businessand help you break through some
of the problems you're facingright now.
And don't forget, if you're allthe way to the end of the
(09:19):
episode here, there must havebeen something helpful.
So don't forget to subscribelike this.
Rate it five stars, follow theshow whatever platform you're on
.
All those things, the thumbs up.
They really help the show getpushed out to the right people.
So please do that for me if youdon't mind.
You're at the end of the showhere.
Give me the thumbs up, thesubscribe, the follow the
five-star review.
(09:39):
It's really really helpful.
Thank you so much and untilnext time, my friends, happy
scaling.
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