A brief single-speaker monologue advising business owners to document tacit processes by having someone observe and record day-to-day work. The speaker emphasizes focusing documentation and improvement efforts on the biggest operational constraints (the levers that, if removed, produce the largest growth), iterating from the highest-impact constraint outward, and learning to delegate.
So you got to find someone can sit by you and document because you're never going to document. You're never going to process it out. You can hire people to come in and sit and just watch me do all that. Yeah. And it sounds so weird because, like, I barely do anything. We do so much you don't even know, like your thought process, how you buy again, how you're ordering, how you're setting up the cells, how you like. There's so much we do, you'll forget more than what most people know when they come in your business. So just documentation, it's not. It's not about. And not that you got to take it in segments too. It's like, where's your biggest constraint? If it went away, this would blow up. This will 2x, right? This would only 0.5x. This will 2x take the big one away. Pull that lever now. That's working. Now you get some confidence. Now you pull this lever. You got to start letting go too.
