I Hate Process, But, Now We Are Creating a Playbook
I attended an event last week where ironman Jack Daly was the speaker talking about his journey as an entrepreneur. There are two things that stuck out to me when he spoke. Firstly, if the Seahawks drafted a player and they said “that’s nice you have a playbook, but, I’m not going to follow that because I’ve got my own style” – what do you think Coach Pete Caroll would say about that? Secondly, the only thing that matters is conversion rate. Yes, you can track tons of other KPI’s but the one that matters most is conversion rate. My personal feeling is that customer satisfaction is also one other metric that defines your success as company and a company should track their NPS (Net Promoter Score).
What’s inside our playbook:
- Core values.
- Mission and vision.
- How do we want people to feel?
- Defined Roles with each person having a set of measurable KPI’s.
- Measuring KPI’s on a weekly, monthly, quarterly basis.
- Color-coding each person’s KPI’s with the colors green, yellow, red.
- Tying everything back to our Quarterly One Page Strategic Plan.
- Accountability by having numbers on the wall for each person.
- Quarterly performance reviews instead of annual performance reviews.
- Standard operating procedures.
- Training, practicing, and regular testing to ensure we understand what’s in the playbook.
- Hiring people that only fit into this system.
- Benefits that allow our team to have an unlimited vacation policy.
Who Draws Up the Plays?
This is definitely a situation where key employees get to help design what the playbook should look like for their area of expertise. I’ve always focused on leveraging the strengths of each individual person and learning what they are great at. In the book “It’s not about the coffee” by Howard Behar, Starbucks executive. He shares:
The Person Who Sweeps the Floor Should Choose the Broom. People are not “assets,” they are human beings who have the capacity to achieve results beyond what is thought possible. – Howard Behar
Leadership and employees need to both agree on the outcome, but, the process to get there should be determined by the employee. At the end of the day, it’s about ensuring the results are achieved.
Our Biggest Area of Focus
Over the last year, the thing that has been my biggest area of focus is the customer experience. It’s also been my biggest point of frustration too. I badly want to raise the bar for our customer experience but I just haven’t been able to make traction on that. Clearly, I’m missing something in my knowledge and work experience that is allowing me to break through. In the last few months, my last three hires are people with university degrees in Hospitality Management. My intention and hope is that these people will focus on raising the bar really high for customer experience. I don’t think we will be able to do this without having a playbook and the entire team is in synch and executing as a unit.
What do you think? Does your company have a playbook? What do you like about your company’s playbook? How do you track and measure KPS’s. Please share!