Process Mapping - BPMN 2.0: The Importance and Where You Could Be Going Wrong | Full Course

Foreign. We have people coming in. Are we having a successful day today? Welcome, everybody, to a Friday to a Friday session with rvp. I'm glad to have you guys here. If you guys are new here, I would always encourage you guys to show up. Throw something in the. Throw something in the chat, let us know where you guys are from and what you. What your business's name is, stuff like that. Because we want to help you guys and we'd love to know who's here and who we can help. Just getting everything set up here. Where do we go? All right, we got some people pouring in. Good to see you guys. Justin, good to have you here. Joe. So like I said, if you guys are new, this is going awesome session. We're talking about process mapping today, which sounds boring, but it's actually super cool because of what it can do for your business. I'm going to be doing a live demo today so you guys can actually see how this works and it should be fun. All right, so jumping right into it. We on time? Yeah, we're on time. Okay, perfect. Jumping right into it. So welcome to another RVP learning experience. So the biggest thing that I want you guys to think about is why you're here. Whenever you come to one of these sessions, it's important to think, what are your intentions? Like you're coming to learn process mapping. Why would you come and learn process mapping and get in, get involved with something like that? You know, you're so busy thinking about sales and marketing and producing and collecting and signing signing different agreements, right? Like your final insurance agreement or a lease agreement or buying another truck. Why is process mapping important? Well, if you're here, I'll tell you that there's four corners that you should be walking as a CEO in your business. It's leadership development, business development, systems and processes, and innovative campaigns. Those are the four corners that you walk as a CEO. Everything else is technically someone else's job. You're just doing it because. Because you don't have someone there yet. Why don't you have someone there yet? Because it's better to do it yourself than. Because you could do it better than someone else. Why? Because you haven't documented your processes. So process documentation is the most important thing that you're going to walk away with in the 3 to 8 million dollars breakpoint. It's not learning how to sell decks and fences on top of the roofing that you're selling. If you want to grow your business through the 3 to 8 million dollar pro, 3 to 8 million dollar break point. You have to figure out who's going to help. And the byproduct of getting people who help you is that they know the process as well as you do. So I want you guys to take 30 seconds now. I'm going to just keep things quiet for 30 seconds, then we'll introduce our panelists and everything like that. But I want you to take 30 seconds of awkward silence and just think, why are you coming here? What is your intention for your business's growth this year? Think about that for 30 seconds of awkward silence because your intention is huge. And then turn off your phone, make sure you stop the distractions, close your social media and just be here with me in the room because I'm telling you, this session is the most important thing that you're going to do in the 3 to 8 million dollar breakpoint. And it doesn't stop after that. But this is one of the most important things. And if you don't, if you're above 8 million and you don't have this, you're feeling the effects of it every day. Trust me, that 30 seconds is as hard for me as it is for you. It's like giving a lick into your kid. I wouldn't know because my kid's only five days old and I have not given him any lickings yet. Just in case. Child protective services in the room. I figured it was worth clarifying, but I'm happy to have you guys here. So thank you very much. So I want to introduce. I want to introduce our panelists. So you have me here, but I want to introduce Bettina. So, Bettina, if you could just explain a little bit about who you are and why you are here.

Of course. Hey, guys. My name is Bettina. I've been at RBP for about a year. I started off as a canvasser here in Charleston, South Carolina. I used to work for Roofing USA and then I became a project manager and outside sales when Adamson and Allison came to consult for a roofing business partner. And now I've been working with them. I started working as a size implementation manager with the sumo code department and then I move on as rev ops strategist and now I'm in the marketing ops department. So this, I'm really, really. I myself, I'm really excited about this course because I don't understand a lot about BPMN 2.0. So I can learn a lot from this course. So I'm going to learn just like you guys. So, yeah, awesome.

Thank you so much. We Also, we also have Andy in the room. If there's anybody else from RBP not in the room, I apologize. We'll make sure you get you on Spotlight on the next one. But, Andy, if you want to go explain who you are, why you're here. Yeah, thanks, Adam. I'm Andy. I've been in the roofing industry for about five years. I worked at Roofer for three. I worked at Progress and Leap. I also worked at moment on the financing side. So I have a good footprint on the technology side. And I'm here to answer your questions or field them. To Adam. Perfect. Thank you so much. So, yeah, the everybody here is. Is here in the chat to help you guys engage, to help you guys, you know, understand if there. If I'm missing something, if I'm going too fast, because this is a complicated topic. They're there to make sure you get answers to your questions. So don't be afraid to reach out. In the chat, there's a Q and A button. The Q A button is a really handy way to make sure your conversation doesn't get missed, because sometimes the chat fires up and. And then all of a sudden, your question might get buried. But the Q and A button is a great way to do that. And so look along the bottom of your zoom window, you'll see a thing says Q and A. It looks like two little chat bubbles. But without further ado, we'll jump into why you guys came here and what you guys want to learn. So there's always a chance that somebody in the room does not know who I am. I'm not that famous. So my name is Adam Sand. I'm the CEO of RBP Roofing business partner. I am essentially wanting you to be here to not have another year of almost a lot of people almost hit their goals, and it's because you don't know what you don't know, and I want to help you start to know those things. Now, as far as who I am, why, why you should listen to me. Okay, A lot of times people in the advice space, in the guru space, you know, they can have the same advice. You can give the same advice as Warren Buffett, you know, like he can. You can read Warren Buffett's blog and memorize every word and give the advice. But the problem is, if you forget to build Berkshire Hathaway first, we don't get that much influence. So for those of you who might not know who I am and be wondering, why should I listen to this guy? I spent two years on the road traveling from roofing company to roofing company consulting and helping them grow. And previously we only served essentially companies that were kind of in the top 200 income range, you know, 15 million and up was like our bread and butter. We went out of it. But the, the whole idea was we want, we wanted to serve customers with a very VIP high end experience and build their companies. And so now we have about $850 million worth of revenue running on our systems. Our goal is to get to 10 billion in 10 years. I did it this way because I, I looked at like the gold rush and I saw what was out there in the market. In fact, that's how Andy came to work here is because a lot of people in the roofing industry are selling tools. You know, back in the, in the gold rush, it wasn't the people that were mining for gold that got rich, right? They were out there working their asses off, they were doing the job. But the people who got rich were the people who are comfortable in town selling the tools. And I couldn't quite, you know, lay my head on the pillow with that. I chose that I wanted to sell the tools and then also go climb the mountain, help people mine for gold. I wanted to go there and actually work with companies. So I go and spend a month on site and build these incredibly intimate relationships and support them consistently to help them grow. And eventually we recruited a bunch of people and have a really good team. We've built a system that is RBP and now we help roofing companies grow consistently in more income ranges than just the top 200. So that's why we're here is to do a one to many approach. Where I give you the best practices that I've been giving previously only to the country club of roofing companies. And I'm trying to bring this knowledge to everyone to so we can level up the industry overall. And of course I can stay home and be with my kids so I can be benefiting from not traveling. Now as for this particular course, I like to always introduce the bluff, the bottom line up front. Why does process documentation matter? Well, you're going to learn to increase clarity and alignment in your teams, right? Every time I feel we don't have alignment, it's because I have not yet documented the process. It's something that does not stop. It continuously goes in your business. And because adoption is everything, this is just a tool, right? Learning how to document your processes, you're going to use a tool like LucidChart, but then you have A process for doing it. We're going to make sure you walk away with the process of how to do it. Then you want to make sure you get adoption. You want to actually do it. None of it matters if you just learn how to do it. The difference between knowing and doing is the reason we're not all billionaires with perfect abs. You're going to have to do this, all right? Then the byproduct of it will be enhanced learning and improvement in your business's metrics, because people will know what they're supposed to be doing. On top of that, you're going to reduce errors and risk to the business, because remember RBP's consulting methodology, remove constraints, then find a way to get more customers, make them worth more, and de risk the business from this happening in perpetuity forever. So we want to get a clear set of controls and variables so we can test against them in our business. So process creation is constant, and this is why it's important. So we got to learn. In today's course, we're going to learn how to break down a process into a meaningful guide so people can understand their job roles and you can understand the flow of business. So we can systemize your business. Free up your time. Free up your time, and train people quickly so you can scale your company. Now, I pulled a couple of examples of what is not a process map. So this is some. This is something I saw on Facebook the other day. This was what a guy said when somebody said, hey, what's the process for retail? And this is what this guy does in his company. This is not a process map. This is coloring. Okay? These are from some good friends of mine, and they're actually great business people. But this, too, is not a process map. It's actually very confusing. And then it goes 1, 2, 3, 4, 5, 6, 7, 8, 9, 10, 11, 12, 13, 40. Why is it 1, 2, 3, 4,. And then it starts back here, but then here it goes like that. Like, this is not a good flow, because I would either read it like this, left to right, top to bottom, or I would read it like this, but not both. And so this creates confusion. Confusion always leads to failure. And so if you want to document process, you want to learn how can you be the most effective and efficient at documenting your processes? Well, it helps if you have a rubric, because you'll notice that these two. There's no rhyme or reason behind it. We want to give you something that's duplicatable, that every time someone goes to read A process map. They're reading it in the same language, and that language is called Business Process model notation. So BPMN, and there's some key elements to this. Now put a 1 in the chat if you've heard BPMN before. So I can see if anybody's heard. I'm assuming 90% haven't. But let me know if you've heard of Business Process Model Notation in the chat. So I know whether to slow down or speed up. Because if you haven't heard about it, I'm gonna make sure you guys walk out of here understanding it. And if you guys understand it, then you can. And then you can approach these problems through. We need to get this process mapped. And this is not hard to do. Like, you do not need to be an engineer to do this. You just have to break it down into core elements, which I'm gonna do for you today. So put something in the chat. Let me know if you've done this before. I got three responses. So I got more than three people in here. So let me know. Engage in the chat. Let me know. Have you heard of this before? Yes or no? Okay, one person has. Ashley. Awesome. Thank you. Anybody else? Okay. Okay, good. I'm getting an overwhelming number of notes, so. Perfect. I'm going to make sure that I explain this like I was explaining it to a cocker spaniel. So that way. Oops. That way you guys will walk out of here knowing how to do it. Thank you very much for your engagement, guys. I appreciate it a ton because otherwise it feels like I'm talking in my living room to an empty room. So this helps. So one of the first elements, okay. Of a good business process model notation is a pool. A pool is. Is a grouping of people, right? Or functions or users or roles or responsibilities. It's a. It's essentially a group that says this. This is going to contain all the actions for this particular flow. And then you put swim lanes in it. So you could have Roofing Company X, right? You could have another one, another pool that is customer, but it's essentially a group of actors in a system. And so then in here, in Roofing Company X, for this example, we have our sales manager and our production manager. And being that we have this here built, what we know is that we're going to have tasks that go back and forth between these two people. Then we're also going to have tasks and gateways. Tasks and gateways define what goes inside your swim lanes. So the first thing you're going to set up is your swim lanes. And then you're going to start working through your tasks. A task is the most basic level of activity, cannot be broken down any further. So you don't want to say, like when we look at some of these other examples, it'll say cross, create, estimate. That is typically a lot of things, a lot of tasks inside of one task. So a task should, you should try and break it down to the, the most basic level so it cannot be broken down further. Then you have a gateway. And a gateway is a decision. So it's a state of the business where based on some condition, it could break the flow into more paths, usually mutually exclusive paths. Meaning like yes or no, it can only go down one. When you get into advanced, you can have multiple pathways based on a gateway. But in, in starter, like on the beginner course, we're talking mutually exclusive. So for example, you would have a task which is review the job file, at which point you're gonna have a gateway. Do we have all the correct information? So is the information correct on the job file? If yes, proceed. If no, go somewhere else. So we could then break it down to another task is to send this back to the sales rep or send it to production. How am I doing so far? Anybody here feel overwhelmingly confused? Because again, this seems simple, but if we always do it the same way, and I'm going to do a live demonstration of this for you guys to see, because it doesn't take that long, right? If we do this, then it will make sense when it's done. We're really trying to define the difference between human actions and workflows. Because as your business starts to. Starts to grow, you're going to have things that happen in your system that are the result of automation. That's the dream state. If we have automation, we need to know when that stuff happens. Because if a new employee jumps into the system and they don't know why something happened automatically or when it happens, it's kind of like there's a magician in the back pulling on a bunch of strings and you don't really understand what's going on. So you want to make sure that you can define human manual. Human manual activities, right? So that is signified by a little hand. And again, this is oversimplified. Designed in Canva. This is very easy to do. And we're going to give you a link to a software if you want to do this kind of stuff yourself. But it's very easy to do in this software. So you can make these little things show up. The other thing is automations, right? So when we create a new deal, so when the sales rep clicks the button, create new deal, there's an automation signified by this little gear that says that a new project will be created in company camp. So now we know what makes the company camp. So when we get further in the, you know, in the CRM, we go, well, there we go. Bettina posted in the chat, if you guys want to sign up for lucidchart, I got a special discount link there that I pulled from the software this morning. Now, and there will be a QR code to get it at the end as well. So you don't have to worry about going and signing up for that now or losing it. It'll be available at the end. Now if this new project exists in company camp, that helps us know when that happened. Now in this case, if you were just doing this without swim lanes. So I want to talk for a reason why this is important to have these swim lanes. Because sure, this defines what the business does, right? We review the job file, we determine does it have all the correct information, we send it to production and then we review the files again. But the minute we add the swim lane back in, it now starts to make sense that this now went somewhere to someone and they do this. So another thing that is a big part of process documentation is under understanding the difference between a process and a sub process where you might need to identify a group of tasks that can be, that can be accessed multiple times, such as calling, making notes, right? There are multiple places in a process where you might call and make notes. There might be multiple places where you set a task. There might be multiple places where you have to assign something, right? So you might perform a sub process several times. So sub processes can exist and be identified with bpmn and they would look something like this. So you could group this set of tasks into a sub process and move them. You could put this outside of that swim lane and you could define this as a sub process and then you could have one task inside the swim lane. So this is the job file review sub process. So if we go back a few pages, we got review the job file. Well, again, that's not broken down into its individual steps. So we can link this out to a sub process so that you could have a very simple diagram here. But then you can put this somewhere else, right? So that you can see what this sub process looks like. And that way you can keep your lucid chart clean. But at the same time make it easy. So let me know in the chat, how is that working for you guys? Do you guys understand what questions do you have? Because I got to take a second to. To load up my demo for you guys. So I would love to hear where you guys are at as far as questions go so I can get those loaded up at the end. Because there's what you know now and there's what you're going to know in 10 minutes. And so I need to make sure that we're capturing that in this moment, this like what you know now stuff. So while I'm loading up this demo, because I got all these wacky screens everywhere, let me know what your guys thoughts are because we're going to do a live one here. Okay. Oh, Bettina, I think you sent the wrong link. Maybe it doesn't. Yeah, you sent the wrong link. It doesn't matter. I want the core. The QR code at the end will have the link. So we're good either way. All right, let me know if you guys can see a screen that says blank diagram on it because we are going to do our live demo example here. All right. You guys see it? All right, everybody, we're going to document a process has nothing to do with roofing to get started. All right? So we want to do something that has nothing to the roofing, so it's not confusing. So what I'm going to do is I'm going to do an ice cream shop, try to make this window a little bit bigger. So we're going to do what happens in ice cream shop because everybody kind of has a rough idea as to what happens when you go buy an ice cream. And so we'll kind of dive in. So first thing I'm doing is I'm setting up my swim lane for my customers. So the great thing about lucid shark, you can go right here and it's got BPMN 2.0. You've got the shapes built right in so the shapes exist. And then if you want to add a swim lane or a pool, I got another pool right here. Okay. And I'm going to type in here. Baskin. Holy crap, I can't type today. Robinson. Okay, so that's the first thing. Now one of the actors in the system is going to be an ice cream artist and we're gonna have another one. I'm doing this one because it's super simple because everyone's been to an ice cream store and I don't want you guys to. If I do a roofing Example, everybody's going to start thinking, well, I don't do it that way. What? Why do they do it? I don't want you guys to think about roofing right now. I want you to think about bpmn. So that's why I made the decision to do this about something that's kind of outside of the roofing example, because this is how I was taught. I was taught with stuff that were weird examples. Now, you can make your swim lanes nice and wide. So I'm going to drag this one out so that it's nice and wide here. Now, how do we define our process? So what's the first thing that happens in our I want to buy an ice cream cone process? Well, the first thing that's going to happen is a customer has to walk into the store, right? So actually, one thing I'm going to do here is I'm going to make this a little bit bigger, and I'll show you why, because I know that I'm going to need more space. You can do this on the fly. I'm just doing it because I'm thinking ahead, and I want to save you guys some hassle trying to watch me. All right, so now, first thing we want to do is we have a customer enter the store. That's the first thing that happens. So you just go, enter store. So that's the first thing that this customer does is they walk in. And now naturally, what they're going to do next is they're going to review the menu, right? You're going to look around, look at the menu. So I just drag that little arrow out to the side. I click that box and a task shows up. It's very easy to do. And so they're going to review the menu. The first thing that someone's going to do. Now, this would be a manual task, right? And that this is something they're going to do. Now, we don't necessarily have to do it. And there's more icons here. And I know that I'm opening this up to some new thoughts, but we'll say it's a manual task. They're going to review the menu. So that doesn't require anybody from here to walk the menu out to them to ask them what they want to order. They're going to then choose to order. So I'm going to drag another one out, and we're going to put a gateway in. So remember, a gateway is a way to define a point where the business is going to have to change what it does. And so if the customer wants to order something, we can go yes or no. So I'm going to have another line that comes out here, and then they're going to have to order ice cream. So say what. What they want to order. Okay. So they're going to define what they want to do. And that's only if they choose to order. Yes, but they may choose to not order anything. And this is where we define an endpoint. An endpoint is the same thing as the other circle, the starting circle, but it's the end point where they just decide that they don't. So they don't like anything in the store. So they're going to leave the store and I'll drag this over here and I'll define this as a no. So order, question mark, yes or no. So this is where they say what they want to order. This is the point where now suddenly the business is going to interact with another actor, right? So you have your swim lanes, right? And then you have your. Your pools and your actors. So now this is where they're going to tell the sandwich artist what they want. So we're going to go up here and we're going to say we want to. We want to have. Give them an order. So we're going to do another starting circle. Order received. Now, there's a way to make these words appear in a different spot so they're not overlapped. I won't bother with making this pretty, but there's a key thing here to understand who the sender and who the receiver is. So the way we do that is black is for send. Okay. And the. And the white is for received. So it says we sent this and it's received here. So they essentially they've. They said what they want to order. Now, one of the first. This is where we start getting into some more fun stuff. So we got this understanding. We got our swim lanes, we got our pools. Circle means start task gateway. Yes or no. End point. Sending a message through a task, and that becomes a starting point for someone else. So now at this starting point, the first task that this person is going to do is what. What is your guess? What is the first thing the person's going to do when they receive an order? Help me out in the comments. Let me know I'm not putting you to sleep. I know it's Friday morning. Help me out here. What is the first thing that a person. Ice cream shop should probably do when someone says that they want to order some rocky road, Grab a cone. Okay? So this Is where the employee could make a mistake. How many scoops? Good, good, good. Okay, thank you, thank you, thank you. Gosh. Teaching process documentation is so scary because boring unless we can make it fun. So. Yes. Ask if they want to upgrade. Make sure they have rocky. Right?

Yes.

Jake Hoffer, you got the answer. All right. Yes. First thing we want to do is check if the ingredients are available. Everybody else had good answers, but this is the first they should do and see. Do we have this available? Because they never have rocky road. It's always out. How about those people ask. Ask to list off all 26 ingredients and then order vanilla. Those people deserve to lose 200 points off their credit score. I'm just saying it. I said it. All right, so what happens, what happens if the ingredients are not available? Oh crap, I screwed this up. Available. So we have to have an option for if they're available. So what does that mean? We need next a gateway, right? All right, so let's make a gateway available. And if. No. So what? One thing we can do to make this, it's called a mutually exclusive gateway. So there's more stuff you can do in here. Now this is when you want to get fancy. Remember we build like we used to build hundred two hundred thousand dollar CRMs. So the biggest one we're building right now is 300 grand. So these things become like wiring diagrams. I want to show you guys some examples later just so you guys can be like, ooh, ah. But you know, there's some stuff that you can do in here. Now when we go back here, what do they have to do? Well, if it's. No, actually first I should. Yeah. If first thing they have to do is inform the customer actually. So. So we're going to say inform customer not available. And that is going to be a message send task. And I didn't mean to do that. Click too fast. Going to drag this out. And guess what? You're going to have to review the menu again, pal. So now they're going to review the menu again. And now this process starts over again. And see how this can be beautiful in its design and it can make it so easy. And so this, this makes it fun. Right? Now what we're. What are we going to do next? Right? Well, now we have to make the ice cream. So we have to, we have to like now we. The ingredients are available. Yes. So now we're gonna have task of making ice cream. Yes. Okay. And this was. No. So we'd have to make ice cream. Now this is a manual Activity. But is all. There's probably more to making the ice cream than just that. So what we could end up doing is linking this out to a sub process. So we can make a sub process down here, an event sub process. We can put this down here, and I can click this little button right here and move that to the top. Go make ice cream. And then in here we can put more shapes that would be like, grab cone. Oh, and then grab a scoop. And so then this is essentially how we would define the sub process. And then we could say, make the ice cream sub process. And so now we know that that is an event sub process that we would have linked out somewhere else. And you can actually use this little thing right here to then link out. You can actually make this clickable. And then you can link out to another spot on this document. So it's really handy to have that. I want to get rid of that for now. All right, so we have to make the ice cream. Now there's still another actor here, the cashier. So we're going to get them involved. Right. So once we've made the ice cream, we followed the sub process. Now we're going to give the ice cream back to the customer. That's going to go back to getting our customer back involved with another task. Now, the hard thing is, is the customer. We didn't really define what they're going to do in the meantime, so let's define what they're going to do. So the first thing they're going to do is we're going to set up another circle task. It's an intermediate task. So that means we go from the little starter task, which is a one line. Intermediate task is two lines. And then the end task is the bold line. So this is an intermediate. So that means it's in the middle. Right. So it's an intermediate task. And this is just a timer, right? Which means they're just going to wait. They're going to wait for their ice cream. Wait for ice cream. And then we're going to have another starter task. And we can link these two little arrows together. I just got to go like this. It'll just. It'll just click on to that thing there. And we try and keep these nice and clean if we can. There we go. And so now this is another event for them to start with. And now they're going to receive ice cream. There we go. All right. And at this point now they have to go pay for this ice cream. So the next thing, the human is going to do is give their credit card. Now, I know we could talk about forms of payment, but I don't want to drag this on too long. I think you guys are starting to grasp it. Okay. But they're going to give their credit card. That's a manual task. And now we're going to come up here and we're going to go to this next pool. So remember, pool. Okay. We have this third. So we have our cashier pool. Right. So I want to zoom in on this one. And now we're going to have it. This is going to be their starting event. Right. So they're a single line event because this is where they receive the credit card. And now we're going to go, credit card received. So now they start their process. Okay. And now we're going to start a group. Okay. So sometimes it's nice to label things by group. There's a lot of reasons for this. Okay, I'm going to do it at the end, but I just want to show you that we're going to put a group in. All right, so first their. Their job is to confirm the order, Right. So now they say, did you find everything okay? Right. Did you get everything you're looking for? Something like that. So confirm order. Then. Another task. Run credit card in terminal. Give credit card back. To card. Terminal, give credit card back. Then maybe want receipt. Maybe we'll have that. Right? Want receipt. Okay. And this would actually be interesting because I'm just going to extend these out a little bit. So they want a receipt. In both cases, they're going to end up going to the same place. Think of how I'd visualize this. Let's just get them out here. Yes. Actually, it would be more like this, wouldn't it? Sorry, I'm figuring this out as I go, guys. Then. Both would go here. We just want to ask yes or no, but otherwise both cases are going to give the credit card back. It's just going to be with or without the receipt. And then they're now done. Right. So their transaction is complete. And then this thing was. I said was going to be a group. So we'll put this here and we'll call this financial transaction. So you can make this easy to find by labeling as a financial transaction. We could even put a little color to it. And then we could arrange it by sending it. Send it back. So now when we're zoomed way out, we can say, hey, where do I get my money? Actually broke the cardinal rule. Anytime we get. We're looking to get Money, I always make it green. Where's my money? Where's my green? So then now when we're looking at this, we go, oh, that's where we get, that's where we get our money is right here. And so that just makes it easier to find that kind of thing. But now we got to give this person back their credit card. So let's go back here. So again, Receives credit card and then again they're going to wait for their transaction. And in here, this timer going to call this wait for approval. And then this is a great example for where we would have a sub process. We would probably put something in here. That says, oh, oops. This says approved. If it was approved, yes. And if it was no. We could link out to an event sub process for this saying, oh, this is the non approval process. Right now in an ice cream shop it's not that important. But if you're doing roofing and you're saying the claim does not get approved, well, how do you flip them to retail? That could be your non approval process. So receive your credit card back as a customer. Now you're going to go eat your ice cream. And that is definitely a very manual task. And we'll extend this out just for the sake of being totally accurate. Oh, Leave the store and we're done. That's it. What'd that take? 10 minutes. How is that? All right, so that is our first demo of the day showing how to do a BPMN 2.0. So when we zoom out here, we have a very nice how to make an ice cream. So this is like how to run an ice cream transaction. Okay, in here we know, okay, we know what the customer is going to do. We know the possible options of what could happen. We, we know what to do when the customer chooses not to order. We know what the ice cream, the ice cream artist is supposed to do. We got everything flowing through. It's nice and easy to read. You could follow this. You could start working at the ice cream shop on the same day and the only thing you would have to ask is what happens when we, when the customer doesn't get the card approved. But for the most part, you could hire three people and they could learn to do this this day. And that took about 10 minutes. And the more people who are in your company know how to speak this language, the better. So little midway check. Are you guys falling asleep? You guys find this exciting? Do you guys want more information? Because I, I'm going to continue with the course, but I would Love to see what you guys have for questions or comments. So, Bettina, maybe jump in, help me out here. Let me kind of get re. Get my screens reloaded. Let me know if there's any comments that I should address.

We have a question for Margaret and that she asked if.

How.

How do you decide when it's too much detail versus not enough detail on your tasks?

Cocker spaniel test. You got to ask people if they would know what to do. Because you're right. It's like, do you have to put. Lick ice cream, Lick it again, lick it again, Chew the cone. Don't swallow the cone before chewing. Right? Like, that would be a little too much detail. So you have to think, what would a reasonable person know? And so you usually kind of function from the. From the position of what these people were hired to do. So if they were hired to be a. I'll use our graphic design department. So before, when. When I put these slides together, right. I'll tell you that I'm not this creative. So when I put these slides together, it's a really great question. I don't make them look pretty like this. Like, that's not. That's not my forte. I'm just pulling up the screen again when I do them. I don't. I like, I don't know how to make canva look as good as it does. So we have a thing that we call rbpify. We rbpify the graphics. And so that's where Shannon or someone on the graphics team here at RBP goes through an. RBPifies the. The graphics. So she makes them. She adds the little. The little space stuff and everything that you see in the background. So she makes all that look good. So on our process, we call it RBPify. Now, I don't in that tell her to add a space rocket. Add a little Saturn, you know, put the blue on the inside of the letters. Right. She knows what to do in that case. Now, that being said, if we were trying to scale up the graphic design department, we would then say, hey, Shannon, what is your process for rbpifying our graph? Are my slides. Because when I get them, they look more like. When I do them, they look like this. They won't even have the little numbers. Right. I'll literally just write something like that in there. And then she comes in and she adds this. I actually added this slide after the fact. And this was my attempt to add something that looked sort of like what Shannon does. So I put these colorful numbers here. But other. But if she did it, she probably would have made it look more like this. So then she would rbp ify she would put her how I rbpify Adam's ugly slides and turn them into something that might be visually appealing to look at for an hour. And that's where she comes in. So you break you, you will have multiple processes and you will have high level and then you'll have deeper dive and you'll go into some processes. It's something they'll continuously evolve because your people will tell you when they keep making mistakes on something, it means that you have to go back and do a process on it or you're gonna have to keep explaining it. It'll never be done. We're like the beacons of this and we still have processes in RBP that are not yet documented and you also learn. So another good example is, you know, in the case of our new platform program that we're doing right. So I don't, I'm not sales pitching here. I'm just sharing with you what it's like to be on the other side of doing this. So we have this new pro program called RBP Platform and every, every one of those customers is coming in, they get this money back guarantee. So they say we're going to grow you from 3 million to 8 million guaranteed in a year. We're going to put them on the HubSpot. We're going to do these monthly check ins, these quarterly business reviews. I wrote out very detailed explanations of what the monthly check in process is going to be, what they're going to do before that, what they're going to do after that. And I hand that off to a team and say this is what we're going to do. And then they still have a bunch of questions. And then, and then now my team. So like Nick, Bettina, Anna, Andy, right, they're going through and we're starting to break it down into pieces so that we can start to understand what's going to happen. And you know what we're finding? We find, we find all the time gaps where it's like we just found one the other day. Oh, right. Like what are we doing with roofers that are between 0 to 2 million and 3 to 8 million? Because we have a program for roofers that are from 3 to 8. We have a program for roof reserve from 0 to 2. I was like, well there's kind of a middle ground there, right? In the, in the, in the, in the 2 to 3. What happens if a customer comes to us with 2.4 million in revenue. And we had to identify a gateway. And the gateway was. So what I, what we defined was if the customer who's a 2.4 million revenue, if they've been earning $200,000 a year or a month, technically they're one bad month away from going back below 2 million, like they could just recede fairly quickly. But if they were doing, you know, 90,000amonth in January, but in November, they're doing 450,000amonth. Well, technically, from a run rate perspective, they're on Track to do 5.5 million. So they should actually be buying platform. So that's a very good example of like, sometimes you don't get enough clarity and then you run into problems and you go back. The great thing about lucidchart is that you can go back and edit them all the time and you can continue to make them, continue to get, make them better. So this is the spot where I'll help you guys get started with that. So where to get started first, you want to get LucidChart. So LucidChart is what we use at RBP. It's, it's a really, really, really great tool. There's other tools like Miro and other things like that. LucidChart is just the gold standard. So that's what we use. And to give you kind of the, maybe the proof in the pudding, this isn't something that like, I think is a good idea because we use it sometimes. I will show you guys what we, this one. When I say we do processes, we do processes. Like we have tons and tons and tons of these things. So if I jump in here, try not to give any too much of anybody's stuff. Let's go. This is just, this is just my documents. Then there's the teams folders. Here's our HubSpot standard builds. Like we have oodles and oodles and oodles. We document so many of these things. Change order workflows, subcontractor and distributor workflows. One of our customers gives Hawaiian Air Miles to their customers. So every time they buy, they can get Hawaiian Air Miles. We have to document that process, right? Then you can start to document the days that they're created and what version it is. Like you can get more advanced with it. Google review nurture, right? So we built an automation that automates Google review requests. And then when people do a Google review request, if they, if they leave a review, then it will adjust the lifecycle stage inside HubSpot and then it will also do an automatic response so it'll reply to a customer. So there's, there's lots of lots and lots and lots. Like, so when I say we use lucid chart, I mean like we use lucid chart a lot. So I really trust that. So if you guys want to use it, then I would, I would go to that link and download that. It's pretty cheap, so it's not very expensive. I think it's like 20. I don't. We have a lot of users, so I spend like a thousand bucks a month on it. But I think we have like 20 users in there, so it's quite a bit. And the other thing that I would say is if you want to learn how to do bpmn, you can scan this QR code and it links to a video on YouTube which I've sent to everybody that I want to learn how to get to learn how to do this. Our own employees are trained on this video. So I didn't go and re reinvent the wheel. I train on that particular video and it'll. That's a great starting point. There's a couple other videos we send out, but this is, if you're going to start, start there. So going forward, just to review why, what do we do when we're trying to document a process? Right. We want to identify our swim lanes, right. Then we want to identify the roles or actors in each swim lane. Then we identify gateways for decisions and tasks. And then we want to determine if things are manual or automated. So why is this important? Right? What does this do for us as a business? So I did, I did load up a few ones that I wanted to share with you guys that might show why this is important in a real life perspective. I'm going to share a different screen again. I know this is a lot of bouncing around between screens today, but I wanted to make this, I want to make sure you guys had all the evidence. All right, so doing salesperson compensation plans, right? You can have really complicated compensation plans if you can't explain why people are on which compensation plan. Right. If you have a really complicated one, like where you're selling, you know, you have a commission for project management. If they're in residential insurance, if they're doing commercial, if they're doing repairs, they're doing roof rejuvenation, at which point they get paid on certain things. You want to make sure that you make it super abundantly clear what people are getting paid. Because if you make it clear what people are Getting. If you make it, if you allow for it to be unclear what people get paid, you're going have one of two options. Either they're going to have confusion, confusion leads to failure, or they're going to become frustrated and disillusioned. And if they become disillusioned with the business. Right. There's a. There's a report that says up to at least a third of the people, a third of employees, are disengaged with the goals of the business, and 18% are actively sabotaging the goals of the business. It's huge. So it's big. Now, another benefit to this is recruiting, what to do when a new employee gets onboarded. So just for perspective, right, we have a recruiting pipeline inside. Inside HubSpot. So we make our recruiting pipeline. And I'm just going to dive in here for a second and show you guys, like a live example. But we have recruiting pipelines. See. Camera. If it's. If it's contacts or. This should just stop sharing my screen for one second while I'm diving through a customer account. Okay. All right. So applicants. So we have stages and steps. We actually do the recruiting in here. The benefit to doing your recruiting and having your process clearly laid out with how people are getting onboarded and how you do your hiring is that you can create a very duplicatable hiring process to get great people. This is something Allison's done in our business, and I feel so blessed to have the great employees that we have. But she documents the processes of the applications and hiring pipeline. And it's essentially comes down to, if you can get a talent acquisition funnel to match your customer acquisition funnel, the balance of the business becomes a lot better. And as long as you can acquire customers that feed the talent and the talent can constantly support the customers, your business will grow. And so I know this is a lot of bouncing around. I've never tried to teach BPMN in under an hour. I know that's super tough. I see some people are asking for the YouTube channel Bettina. I'm going to spotlight you while I go get that. And let me know if anybody has any questions that I can help with.

Of course, folks, again, if you have any questions, just either put it on the chat on the Q and A box. I know that Gavin is looking for that video. I think that Adam's about to get it. So we're just going to give him a few moments to grab the one from YouTube. And if you guys have anything that would like to address to Adam, just please Drop it on the Q and A on the Q and A box below. I know that's a little bit of information. Some of you are not appointed with BPMN chart just yet. There it is. There's the video for you folks. If you guys have any trouble also using the link that I have shared before for the lucidchart, just also let us know and we'll be able to help you.

All right. So such a, such a, such a huge, huge topic. I know it's big. What did you guys. Did you guys get value? Did this help? Let me know if this is something I should do. Again, if I should do a deeper dive into this. What would you guys like from this? Because these courses are largely influenced by you. We had a customer in our winning Wednesday ask about how to do a video testimonial with a customer and they didn't know how to get a customer to talk on video. And I have an 11 question list that I used years ago to guide people through how to interview a customer so that you would end up with a video testimonial at the end. Right. And I realized, huh. I went and dug up that document that I haven't touched in two years and looking at it, I was like, oh, I should teach a course on this specifically. So this is a big topic and it's so necessary to the growth in the 3 to 8 million dollar breakpoint and beyond. But you have to get good at documenting processes in this breakpoint or you will not pass it or you will have instability in your business and you will have risk of failure built into your future. It is such an important topic. So that's why I'm really going to push and just want to know what. Why are you not going to go and start documenting your processes immediately so that I can try and figure out how to help you? All right, going through the comments here. This is great. Grab a call. Okay. I'm glad it's clean and clear. Great. Gonna have to refine computer skills. Well, Savannah, there's people who can help you with that stuff. Okay, you guys got the QR code for the video? Okay. Deeper dive, huge topic. Yep, you're right. Absolutely. List for testimonials. Silvano, I'm putting together the course on that. I got a few up in front, but we're going to get done. I think a deeper dive is necessary. It's great for info now, but how do we know what shapes and how to use the flowchart either in that program or not? I want to build One for onboarding an employee. And this is helpful. Perfect. Ashley, would you do a live training and build one requesting a customer to do video. Build on one on requesting a customer to do. I love it. Okay. Also, can we send a video or train to each of our employees and ask them to try and do it with a review? Yeah, the. The. That video training that you have there, the one that I sent, the YouTube video is a really good training. It is a lot of like what I did today. You'll feel like you'll watch it and you're like, oh, this is a lot of what Adam was talking about. It's. You want to find somebody who's good at it. One of our customers, they found a guy. He was so good at doing it out of the gate that I actually bought him an 80 Udemy course. This kid's like 19 and I would hire this guy in a heartbeat. I'll never steal him away from a customer, but he very, very good. And now he's like their. He's the best HubSpot admin of all my customers. So of all my customers with all their complex builds and 2 and 3 and 4 and 5 and 600 workflows, the best HubSpot admin is a 19 year old making like $20 an hour. But he's really good at BPMNs. And so then he BPM ends and then he builds workflows. And now they don't even send us tickets to build workflows anymore. We work on higher level shit with this customer because a lot of the basic stuff he's got getting, getting done for like a 19 or 20 an hour young person. And, and it all started because when I was there, I taught him. I bought, I bought the employee out of my own pocket. A Udemy course to it was like 89 bucks. And it's just a deeper dive into BPMN because he liked it. And that's the thing. Finding the right people to do this job is important, Right. There's people who like this kind of stuff. You just have to find them. Typically they pay a play, like role playing, video games, and they usually did kind of sports activities that required a lot of technical skill, like skateboarding, shooting, like stuff where like the details really matter. Okay, what was. Also, can we do you ever turn this into videos of the same mapped process? Oh, yeah, absolutely. So the next step of all this is to. The next step to process creation is you then document it by using something called scribe. So then you go do the action, right? And you record it with this app called Scribe and that allows you to actually create these, these workflows. And you would use Vidyard. All right. And you can record the actual steps of a process in Vidyard. So if I go and go here. So then you would also have it in here demonstrating how to do that process here. So then you have the whole company process map. Then you break down individual tasks into scribes. And then also while you're recording Scribe, also record a Vidyard explaining how to do it. So that like this is part one of training for a brand new sales rep and it's a nine video playlist of how to do all the individual steps. That's why we, that's why in our build that we did of this platform build for people. That's why we did it. We created all this stuff that you would have to do. We kind of did it all for you with that, that mission control, right. So with this, it's like we did it all. So we made the platform build, we have it all bpm end out and then we also have all the critical tasks documented so that every step is there so that you as a person don't like you as a leader. Don't have to do it. It was actually a massive task to make it because when we did it, we're like, well, we're gonna have to make it easy for people to learn this thing if I'm not gonna have to fly around and teach everybody. So then we had this thing called operations and then the master plan and then we had to define every single task that need to be done. This is just the me mode, if I get. We had to define every single task that everybody had to do. So if we look at on timeline to get this thing to launch, we had to build all of these steps. So it was a massive amount of work. Oh, crap. We had to build all these things so that everything was in there for you guys in the form of scribes and Vidyards so that you could do all these steps. So yes, you would absolutely follow that up with a video, a Vidyard recording and something called Scribe that allows people to follow along with the steps so they could have this and that. And if you use mission control, which again, it's free, you don't even have to pay for mission control. You can, you can, I can get you guys mission control and you can have it. Now, the instructions are built for HubSpot, but you could also, you can also add your own, you can add your own cards in Here and you can make stuff for whatever CRM you're in so you don't have to use HubSpot to use Mission Control. It just makes it so you can have it pop out. The nice thing about it with, with what we did is, is we made it so that you could also click on Tasks and it would pull it up here and show you how to use tasks. Or if you're like, just so you could use and say how do I book a meeting? And it'll pull it up automatically because it Mission Control can read the word meetings and then put this little lightning bolt there and then make it so you can pull this up and have it right there beside you while you're working on it. But absolutely. Very, very cool.

Adam, can you go over the concept of Scribe in terms of documenting process? And do you guys. If you want the link for Scribe, just please comment on the chat and Andy will drop a link for Scribe for you folks. But if Adam, can you answer that question for. For Silvano? Just the concept of Scribe.

Yeah. So Scribe essentially allows you to, to you can click new and click create a step by step guide. So now it's going to record and so I can say new tab and I can be like, okay, so now it's going to record and it's like how to document us a process with BPMN 2.0. So I search and then I say click on this and then click on this and then I'll stop it. And now what's going to happen is it's going to pop up this and it's going to say okay, using Google to find a be. So it kind of makes this, it says navigate to google.com type how to document this. It says click here and it says click get demo. And you can add stuff like a header that says I would use lucidchart instead. Right? And stuff like that. So then you can share this right into Mission Control. So then you can actually add this as a card inside there or you could share in a Google Doc or whatever you guys want to do. And you can actually see like who, like who looks at these things. You can collaborate on them, you can make public comments, team comments, but you use Scribe to ultimately just click through and do the process once document it and then other people can follow along. And now it's there for everybody to use. And so there's no confusion as to how it works. And you click done editing and now, now you're done. Now this one here, this one's kind of dumb. So obviously I want to delete this. I've never deleted one. Oh, yeah, I think I should just go back into scribe delete. But yeah, that's, that's how you do it. Here. I can earn a credit here if you want to sign up for it links in the chat, folks. You sign up, I get 30 bucks. Helps me buy baby diapers. I think they also have a free option. Yeah, they do have a free option. Oh yeah, because you can ex. Yeah, so yeah, they even have a free. They even have a free option. We have a. We, we use the pro plan but we wanted to make something that was really awesome for you guys so. Because again, we have to document all the processes inside platform to make it easy for you guys. So hope that, hope that helps. We are five minutes over. I hope you guys have a great. I hope you guys have a great day and I will see you guys in the next one. If this was a good course, please tell people about them. I would love more people to come. I would love to have a great impact. So thank you guys for being here. Let me know. Of course. Let Bettina and Andy know what type of course content you guys would like to see what you guys are learning. We're trying to ramp up to two a day. So we're going to do two a day and three on Wednesdays with Winning Wednesday. And if you guys have challenges, struggles in your business, make sure you come to Winning Wednesday. I will let Bettina do her usual closeout because she's much more planned ahead than I am and I will get out of here. Thank you, everybody. Bye.

Bye, Adam. Guys, thank you so much for participating. I hope that was helpful. Next week we won't be having any courses on Facebook. Friday we will have two on Monday and two on Wednesday. We will have a special time for our winning Wednesday. So if you guys came this Wednesday, you know that I told you guys to be more purposeful this week to come in with your winning, your wins or any challenges that you have for Adam. So just please click on the link that I just sended if you guys want to register for the upcoming courses that we're going to have. But other than that, I hope you guys enjoyed this and y' all have a great weekend.