David Jenyns explains how to get teams to adopt new systems: hire people who are systems-driven, remove resisters, and celebrate wins. He warns that enthusiasm fades without reinforcement and notes that well-documented systems become the foundation for AI and automation.
Step number 5 is to integrate. We've got to get the team on board. This is often one of the ones that pops up where people are kind of like, yeah, look, I tried to document the process, but my team didn't follow it, so what's the point of doing it if the team aren't going to follow the process? Get a new team. I love it, I love it. It's exactly— there are going to be— you didn't even approach your first few hires mindful of how important systems are. Now you will look at things a completely different way. It becomes part of your recruitment process. Having systems-driven people who will follow a process is critical. We have a client, sort of building on what Ryan said just then, at a client she runs— excuse me— a a mobile massage clinic, and she had a couple of team members that were resistant to change as she was trying to roll out Systemology. And it was actually during COVID and she scaled the team right back, removed one or two of the resistors, put in new people, and then the business has just flourished. It's like pruning back a rose bush. Sometimes you've got to chop it back to then let it grow again.
The thing is, if you've got your systems written properly, you can hire people that are not experienced at all and they just follow the systems and grow and you get them at a lot cheaper rate than you do someone that actually knows what they're doing every day of the week. And that's what we've done.
Yeah, I love that. Because effectively, Michael Gerber talked about this idea that every business is a school and your systems and your processes are the lessons. So new team members come on board, they might be less skilled, which typically means they're lower cost, and there might be certain things in your business that have a particular process, and you just get them to follow that process. Great way for them to cut their teeth. And then anything that falls outside of the system, that goes to your more experienced, more senior team members. The senior team members should be handling the exceptions and determining whether or not we need to make adjustments to the system. But the vanilla stuff, wax on, wax off, stuff that happens every day of the week, should be built into the system and delegated down to less skilled, lower cost team members, and potentially robots. And we'll talk a little bit about AI because the systems will actually become the programming for the machines. We're going to see vast amounts of this low-level admin and even some, we were talking about it during the break, some of the very simple tasks that can be programmed in, not just administrative work, like out in the field, building houses, laying bricks. This stuff is coming. We need to think about getting the team on board. There will sometimes be some resistance up front. Find the team members that are going to support this initiative and first lean into them. Also, all of the resistance happens up front. Just be mindful of that. A lot of people start this journey, you're gonna get all pumped and excited about systemizing your business. You're gonna go back on Monday morning and you're gonna say, hey, we went to the conference. Everybody, we're gonna start systemizing. Here's your copy of Systemology, let's get started. And they're gonna go, ah. The boss has been to another summit. I know what happens here. Comes back with too many ideas. Let's just grit our teeth and bear it for a week. The boss will forget and it'll go back to normal. That's what's gonna happen. What happens then is a lot of business owners, they give up because they go, oh, I tried to systemize, didn't work for me. My business is different, my team's different, they're not gonna follow process. We're a creative builder. Do special design. We can't put systems and processes in place in our business. It's going to remove the creativity. This won't work for me. And then they give up. And that's so damaging because once you've tried, then you build up all of these false beliefs around whether or not your business can be systemized or not. It can be systemized. It has been proven. This is a proven path. Get on the path, stay on the path. And all of the rewards from building a systems-driven business, it's over the hump. It gets easier. At the start, it's hard. So I just need you to stick with it long enough to get the result that you want. There's no way around this. You have to systemize your business at some point if you want to build a business that is profitable and works without you. You gotta start now. Doesn't get any easier. Then you'll start to build a systems culture. You'll start to get the team on board. You celebrate system wins. That's also the job of the systems champion. They'll go, "Oh, here's a new system that we put into place. Oh, John followed the process. Let's give him MVP for the month and give him a $50 gift voucher." Celebrate when a process breaks and we learn something about it, how we can fix it and improve it for next time. That's a win. Manage by the systems. Turn your business into a school and then watch your business start to thrive and evolve from there.
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