How To Change Systems Culture

The last bit I want to talk about is how you can skyrocket adoption and how you can get your team on board. Obviously getting the right tech stack into the place and making sure that it is clear what your expectations are. That's part of it because then it removes the oh, but I didn't know. So that's step number one then. We do need to think about changing culture. This is the hardest bit and it's hard because you're used to doing things a certain way and so is your team. And we need to make some changes, but stick with them long enough for those changes to stick. A lot of business owners, they start this and then maybe they give it two months, three months, and then they forget about it or they get busy and they go, oh, yeah, we tried that and it doesn't work. That's why one of the biggest breakthroughs that I've had recently is the systems Champion. You need someone on your organization or in your organization other than you, whose job and responsibility it is to keep this front and center. All of the most successful case studies that you'll see me share have a systems champion. The systems champion helps to spearhead this. They support the owner. They go from idea to execution. They work with team to help them get this into place. They remind the team how important this is. They keep it front and center long enough till the culture actually starts to change. You need someone other than the business owner who has the space to do this. That doesn't mean that we let the business owner off the hook. The business owner still needs to lead this. They need to say to the team, this is important. They need to show their support for the systems champion. They have to put effectively time and money and resources behind this. But we're talking about building the asset in your business, which are the systems. And then the systems champion constantly gets it done, just chipping away until that culture starts to change. Ryan Stanard. There's another case study I love talking about. This guy's a builder out of Adelaide, runs a 15 million home building like residential home building company, and he adopted this idea of a systems champion. His daughter Erin, who I actually got to meet for the first time. They were both up at a conference I was speaking at last week in Sydney. She's the systems champion. She adopted this role, worked with all of the different key department heads and leadership team members, found out what they were doing, identified those core systems and processes, worked with them to record what they were doing, used AI to then transform that into documentation. And Ryan actually said that she's probably the most knowledgeable team member in the organization now because she has full visibility into all of the different departments, what people are doing and what the key responsibilities and tasks are. It also meant now that Ryan's grooming her up to be his gm. And he ended up taking. It was Christmas last year. He took seven weeks off. I would love to know how long he's going to take off this year. But he took seven weeks off, which over Christmas time. Four builders of an organization of that size is unheard of for a lot of builders. The business does not make money in many building companies if the lead is not there. And he's done it through process. And this idea of the systems champion got so many examples of business owners that do this. I mean, if you take one thing away from this, get yourself a systems champion and start training them up. And it could be a junior apprentice. Like I often find, it's the junior accountant, it's the junior lawyer, the junior hairdresser, the junior landscape gardener. It's the person who knows how to do the technical work, but might not know how to run a business that delivers the technical work. And they're hungry and they're new in the industry and they're wanting to learn. They make some of the best systems champions.