David Jenyns argues that saying you don't have time to systemize is a sign your business desperately needs systems. He explains how to delegate to a systems champion, embed process-driven language into hiring, and enforce standards so owners can escape day-to-day work.
The best time to systemize is when you don't have time because that is the norm. So you need to make it work within that space and you need to learn, hey, I don't have the right space, so I do need to delegate more. So I do need to empower that systems champion more. The reality is systems and processes forever will always be important but not urgent. There are other things that feel more urgent, and you won't make the time just hoping that you'll have something pop up on your calendar. That's the reason the Systems Champion Academy works so well, because you're effectively making a commitment, and there's the accountability and support to show up for those sessions. I don't have time is generally the signal that you need it the most. Most business owners and businesses have not thought about recruiting systems-driven people or identifying people that will fit into their business system and will be the right fit. It's not part of their recruiting process. That's also what makes it sometimes a bit of a challenge, is you're starting to change the culture of the organization moving forward. Once you get this right, you actually want to start to re-engineer your recruiting and your onboarding system With your recruiting system, you want to be sharing links to systems in job ads. You want to be asking system-related questions. You want to be having part of the tests and things when they're onboarding, which send signals to you and to them. Sends a signal that we're a systems-driven organization, and if you don't think you fit in here, hey, don't apply. And we want to send those signals up front. Ricky mentioned that changing culture is very difficult, even though I know it is critical. Correct. It's the existing culture that is the hard bit. The points that I touch on in the new book, as I said, there's firstly, we need to do the excuse removal because if someone's got an excuse, then you can't do any sort of enforcement. So we start off with the excuse removal first, then we get down to It's almost like performance management, but we need to also make sure that anybody new coming on board is appropriately programmed. But we also need the system for not following systems, which is at what point do you draw the line? Most people just, another chance, ah, they're my, they've been with me for so long, and you're not sticking to the standard, which is the hardest bit. That was a clip taken from our Systems Champion Academy, which is the world's first and only community designed for systems champions and business owners to help them build the business of their dreams. We really focus on getting your processes done, getting the team on board, and building it so that the business is free of the business owner. To find out more, head over to systemology.com/systemschamp, and I'm looking forward to seeing you in the community.
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