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Copyright © 2023 Skool of Happiness Pte Ltd. All Rights Reserved. readingraphics.com ReadinGraphics ReadinGraphics THE BUSINESS PLAYBOOK Chris Ronzio How To Document And Delegate What You Do So Your Company Can Grow Beyond You POLICIES The profile section should include: The profile section should include: The people section could include: Launching a Playbook , What’s a Playbook and Why Create One? What’s a Playbook? Benefits of a Playbook Do Document Delegate PROFILE A good profile gives an overview of why you exist, who you serve (and how), and what makes you special. To document your processes: Record and organize the content in 4 tiers. Document each process in 8 parts: PROCESSES PEOPLE Make a map of the people who work in the business and what they do. This gives a feel of the people behind your company and how they’re linked. Using Your Playbook It’s hard to scale up a business if all the know-how lies in the heads of a few people. A playbook captures the success secrets for running your company smoothly. It includes 4Ps: Profile, People, Policies, and Processes. Transfer know-how so people can replicate the work and free up the owners’ time. Help achieve consistently high standards. Improve employee experience with better onboarding, learning, backups, and alignment. Increase the company’s value and make it easier to sell the company. You must do something until you know what works, before documenting and delegating it to others. The playbook is ideal for small businesses that: Already have a team and viable business model. Want to optimize operations. Startups that are still figuring out their market/offerings should focus on their sales/marketing plan first. Have buy-in from everyone to contribute. Prepare people: Explain what the playbook is, how it fits with the company’s plans/goals, and how it benefits the employees. Allay fears of extra work or losing their jobs. Maximize returns of investment (ROI): Start with things that are done most frequently and/or done by the most people. Appoint a project owner to develop a plan, define priorities, assign and follow-up on tasks. Capture what already exists and is relatively consistent in your business (which should be ≈50-80% of the business). These help with onboarding/orienting new hires, and for introducing stakeholders o your business. What makes your business unique? Origin story: how the business got started. Brand: the business personality and how to communicate it. Tools that are used company-wide. Vision and mission: the company’s direction and what it does for people. Marketplace: customers, competitors, and market. Glossary of key terms, jargon, and acronyms used in the company. Core values: shared traits or principles used to guide decisions and actions. Products/services: the solutions you offer. How the business works: how your product/service is delivered from start to end. Who works here? Who does what? How should people behave? A browsable people directory: a list of everyone in the organization, grouped by role, location, etc. Org chart: name, title, & relationship between roles. You can also include a 12-month future org chart. Team member bios: who they are, when they joined, why their role exists, and other relevant info Current roles and responsibilities: All regular and ad-hoc tasks handled by each employee. These are your operating rules and standards, or the Rules of Play. It’s like a searchable, customizable employee handbook to set clear expectations of how to behave. Legal requirements: a list of your company’s legal obligations (which could be specific to your location, industry, or company type). Available benefits: the benefits you offer and how to qualify for them. Cultural norms: all types of behaviors that are valued but not legally-mandated, e.g. policies on social media, remote work, leave notice, dress code, office hours, etc. Capture every step involved (from start to finish) in completing your company’s tasks and responsibilities. Document your best practices and standard operating procedures, so you can continually improve your productivity, capacity, customer satisfaction, and profitability. How do we get things done? General tips: Limit each step to 150-300 words. Use visuals (e.g. screenshots, videos, photos). Keep each process bite-sized (10 min learning time). What to capture: Decide what processes to capture and in what sequence. Start with things that are done most frequently and/or done by the most people. Also consider new tasks, things that must be handed off or are bringing bad reviews or publicity. Use it to Train Your Team Get buy-in: Help people to understand why the playbook exists and how it can benefit them. Assign parts of the playbook to individuals by role or by name. Indicate if the material is required reading or for reference only. Don’t teach everything at once. Introduce the contents progressively. Track and test what people are learning. Help people to grasp and apply the insights to their work. Use checklists to help people to learn new/unfamiliar tasks. Update & Improve the Playbook The playbook is never “finished”. Set aside at least 3 months for the first draft, then continually update/refine it thereafter. Assign 1 owner for each process or policy, to ensure it gets updated as the business evolves. Don’t aim for perfection. Just capture info in the easiest way, then improve along the way. A good playbook should have 7 characteristics: Accessible Trackable Structured Searchable Flexible Instructive Collaborative 5-20 collections (e.g. HR, Sales) or key aspects of the business Subjects within each collection (e.g. Hiring, Training) Topics within each subject (e.g. “Conducting Interviews”) Steps for each topic Name of process Who’s the owner Tools required Context (how often/when to do it) How long it takes How it’s measured Why it matters Steps involved 4P