Training for Weekly PS & Meeting.txt

Training for Weekly PS & Meeting LOOM VIDEO LINK: https://www.loom.com/share/2532baa403f24ae184f129a7761a049d The WHY WIFM- What I Do NOT want WIFM- What I Do NOT want I don’t want anyone to work overtime, weekend, weeknights, etc I feel like I have to do these things when I didn’t plan properly...

Training for Weekly PS & Meeting LOOM VIDEO LINK: https://www.loom.com/share/2532baa403f24ae184f129a7761a049d The WHY WIFM- What I Do NOT want WIFM- What I Do NOT want I don’t want anyone to work overtime, weekend, weeknights, etc I feel like I have to do these things when I didn’t plan properly or worked on low value/busy work. And having a process/clear required outcome from the start addresses this. I don’t want anyone to work on the wrong thing (and only to find out once done) I don’t want there to be ambiguous accountability when multiple people/department is involved (and issue comes up and nobody’s happy). I don’t want us to reinvent the wheel and treat each task as a brand new event. WIFM- What I DO want (KISS- CCC) WIFM- What I DO want (HOW) WIFM- What I Do Want (CCC) I want it to be 100% clear what EXACTLY needs to be done (ie: the DOD is clear and concise to both you + anyone involved). I want, for anything repetitive, the process is well documented so even the HOW is 80% documented. If a task/project is similar enough, you can just use the same process. I want any issues that comes up, you can just say “I followed the process” so the issue is NOT with you BUT rather the process. And all we need to do is fix/make improvement to the process. How This Ties into Our Purpose To create freedom & opportunity for meaningful work, meaningful relationship. When we stop having to treat each problem/task like it’s the 1st time, by having process and a process to improve upon such process, we are able to have the freedom to think & be (because we don’t have to have worry about re-inventing the wheel to deal with recurring variation of task/problems.) How this Relates to Our Shared Values KISS It- by distilling the steps/process down to the essential, we are able to do more with less effort (WIFM- Working smarter, not harder) Purposeful- don’t waste time/effort doing things that is outside of our process (by design, our process is intended to deliver maximum output/value with as little work as possible) (WIFM- Do less work ; since busy work/re work means little) Constant Growth & Improvement- it is only when there’s a standard & scorecard (while doing weekly meeting) gives us the opportunity to discuss make make those purposeful improvement. This improve leads to faster/more efficient process that makes your worklife easier/better/less issues. How we Use the 4 Leverage People Technology Using PS, Google Slide + Loom to explain this. I made 1 video, everyone in the company + all new onboarding people can just watch this. Content The loom video + the documentation (and revision) on PS (and this google slide) is the content that helps educate staff (without having to have HR go through this 1 by 1 each time a new person is onboarding) IP The process IS our IP Any issue that result in an improvement IS our IP This google slide IS our IP The process of process improvement is a recursive leverage on Technology, Content & IP. A few word/definition DOD- Definition of Done- This must be spelled out. We all must be 100% clear what the DOD is per task or per process. This is often not defined (I am guilty of it) and issues comes up. Responsible vs Accountable Accountable- the buck stops at you. the result is 100% on your shoulder (ie: i am ultimately 100% accountable to the culture and people we have on the team; TA/HR/COO are also all accountable to different aspect of the culture/TA process) Responsible- you are the actual person doing that specific task (TA/HM is responsible for the steps in the process). Translation: A person can be both accountable and responsible or only be accountable or responsible for a task. (HM is responsible for interviewing & creating questions/steps as part of the TA funnel. TA is BOTH accountable and responsible for ensuring all steps are done properly, including the HM part of the process. Ultimately TA is accountable to ensuring the new hire has 360’ fit to the company. The accountability of the HM is ONLY specifically to the fit in the department.). << Some really small but important nuances Top 3 Objectives Use/Write Out Daily & Weekly Process (If it’s not written out, it is NOT a process. The DOD of process is documented in Process.St + anyone who reads it can understand) Use images and screenshot to really make a point Use loom video to explain steps There should be an overview/brief at the very top/beginning step to go over the process Close Out Weekly Process 100% & On TIME Run the Weekly Meeting with IDS Understand the scorecard Write down any rocks (3 max) for quarter Screenshot SC + Filled out Google Sheet to Slack Channel Process Premises - Goal setting is NOT enough Every Olympian wants to win a gold medal. Every candidate wants to get the job. And if successful and unsuccessful people share the same goals, then the goal cannot be what differentiates the winners from the losers. It wasn’t the goal of winning the Tour de France that propelled the British Cyclists to the top of the sport. Presumably, they had wanted to win the race every year before—just like every other professional team. The goal had always been there. It was only when they implemented a system of continuous small improvements that they achieved a different outcome. Amazon Example - KISSing It Process.St This is where we document our process in detail. If there’s an issue, and you followed the process 100%, then it’s a process issue. Else, if you didn’t follow the process, then it’s on you. The process is your CYA. Having a standard/process is how we can improve/do better next time (the delta is ALWAYS the process). 90% of what we encounter is just a variation of the same problem. STOP treating each task like it’s a new task- that’s insane. Use the process to make your life easier. Example of a well documented PS Use overview Use sections Use screenshot/pictures ELI5 Current PS Issues- 1) Not Documented Not every department has process. Once again process MUST be written out, documented, and everyone in the department gets it. If this is not done, there is NO process. 1st step NOW, write out the process. Getting the process right is NOT important. We will improve the process over time. (This is part of what you might go over weekly). Current PS Issues- 2) Not Closed & Not On Time We got to follow through with the process. Close out the process. Close it out on time. RECAP: What to do in Process.ST? Everyone is responsible for updating/editing/flagging issues for any process (in any department). Each process MUST have a person accountable for the entirety of the process itself. Each step in the process can have a different person who is either accountable or responsible for that specific step. Department head is 100% accountable to ensuring the process is (by the end of each weekly meeting) updated/improved (if there’s an issue that’s been IDS’ed) EOW: Process.St At the end of week or by your meeting time, I suggest one of the metric to track any overdue/open PS that should’ve been done/closed. BIG ISSUE NOW: Process not used Process just left open Process not meeting due date Process DOD is not clear Any of these is an issue to be added for your weekly meeting to discuss Process.ST DOD We live & operate by our process (because it is the standard operating procedure). Run the PS for Weekly Tasks (even as a checklist) Issues will most likely relate to the process (use the weekly meeting to resolve issues and improve process so next time, you get a better result) Close out the PS workflow on a timely manner. Process + Calibration = Building Flywheel WIFM? Life becomes easier Imagine crystal clarity around: What the end goal is What end output/result/value is exactly WHO is responsible for WHAT/HOW WHO is accountable for WHAT output HOW is well documented Instead of reinventing, follow the path well worn to success Weekly Meeting The continuous improvement step to our process https://www.loom.com/share/1682e198b97a4bacb4aab9018334cd32 The format of weekly meeting Say hello Review scorecard (note any metrics that didn’t meet goal > issue) Review rocks (if any, if off track > issue) Check process.st (if any is not closed or overdue > issue) Add any more issues to parking lot Spend 90% of the time now IDS Issue Identify Discuss Solve There should be actionable item and update to the process Because 80% of what we do is really recurring/repeating process, to prevent same mistake again, fix/update the process. KEYs to a successful meeting (expectation) Meeting starts and end on time. (If someone is late, note that as an issue). Camera on. Good mic / can hear you. Good internet connection. Good environment. Prepare your updates & fill out your metrics/wins in advance. Do we need to buy you a camera? You are REQUIRED to have your camera on. If we need to buy you a camera, you are 100% BOTH accountable and responsible for getting this done. You have the freedom to work wherever and remote, it is 100% your responsibility to own your computer equipment and be ready. ——— PS: Please consider lighting. If people cannot see you, that’s also no good. Solution is simple, get a light (or if you want to go real cheap- a light bulb) but happy to reimburse you for a basic desk lamp. It’s 2024 and webcams are cheap Webcam = Participation Do you have a workplace issue? It is 100% your responsibility as well to ensure you are in a place where it’s conducive to being in a meeting. It is 100% a violation of trust & respect if your team cannot hear you (whether it be noise in the environment or a mic issue or internet connection issue). Everyone should be prepared before showing up to the meeting, this includes ensuring your environment and technology is all ready to go BEFORE the meeting starts. Coffee Shop Noise Issue Fill out your updates in advance (not when you log on) It is hard enough to get everyone on the same call. This is an extremely valuable time- you have the power of multiple really smart people. It is such a waste of time when the meeting has to stop for 1 person because ze didn’t get ze’s stuff together. My take- if that person did not come prepare or issue, meeting owner (typically department head), you should ask that person to disconnect and skip the meeting. Come back next time prepared. You have a responsibility for the group. Show Up 15 minutes before to fill out stuff Main Point: Show up before meeting starts Come prepared Come ready to participate (otherwise you are wasting yours & other’s time) Meeting Must Start On Time & End on Time If you got nothing to contribute, please don’t join. I am going to flip this expectation, if you are doing other stuff (including your work), or have hardware/connection issue, please ask to be excused. If you don’t think you have much to add or participate, please asked to be excused. There’s nothing worse in a meeting than dead weight. It brings the group down and that’s not fair to everyone who has prepared, showed up on time and showed up ready to rock and roll. Meeting Accountability vs Responsibility Department Head is 100% accountable to starting/ending the meeting on time. Department Head is 100% accountable to the google sheet being filled out Each person is responsible for filling out THEIR goal/metric + their update to the google sheet. Department head is responsible for marking the rest of the google sheet (you can also delegate this responsibility) Department Head is 100% accountable and responsible for checking to ensure department PS are closed properly and updated as needed. Each person is responsible for flagging issues and bringing them up in meeting (even if the process is NOT your process) The owner of the process is typically responsible for fixing/updating the process. (Dept head check to ensure it’s done << this is the accountability). Department Head is 100% accountable and responsible for posting the screenshot of SC and meeting tab in slack channel (no comment needed). DOD on the Weekly Meeting: Process.ST is looked over and any issues moved to parking lot for possible IDS Using scorecard, process.st, and off-track monday/rocks/PS and realize those ARE issues. Move them to parking lot. Spend 90% of time IDSing issues. (Most likely it will be creating or improving the process). Screenshot SC + Meeting to slack. Process for Weekly Meeting LInk to be included. Action Items (Homework) Homework In the weekly meeting (and/or during the week), determine the process in the department Have your department agree upon what the processes are Each department should only have 3-5 Master processes MAX Note: a process (or processes) can be inside a Master Process In the weekly meeting, come up with 5-7 MAX metric to add to your scorecard This is for your department level scorecard. Anyone should be able to look at those few metrics and know if everything is ok. (Ideally they should be leading metrics; not lagging). Use the new weekly meeting google sheet to run your meeting Use the process/format Screenshot & Post the scorecard (SC) & the meeting notes on your slack channel (NO need for any more notes/documentation) PS: You can ignore departmental rocks for now Final Note about need be right/data/perfect The goal here isn’t to get it right. Don’t worry about getting it right. The best thing to do is the right thing, 2nd best is the wrong thing, and worse thing to do is nothing. Ready-fire-aim. Take action, make something. Each week, with issues/IDS, you will get a chance as a process to refine/calibrate the process. Alternatively, you can always set an extra meeting after to go over & hash out the process. The most important part is just to get started. More help on making process Quick process for process: https://www.youtube.com/watch?v=9Afq9cMDAhE Another video of the same process but said differently: https://www.youtube.com/watch?v=WXASjZbRTkc You are documenting process for YOUR department. The way we package the process is in PS. The beauty of PS is that you can document all the main steps as steps in PS (And then you can put as much or as little content in the documentation of each steps). Ideally as we make mistakes or issue, you go back and add the lesson learned/improvement to the process/step details. PS: If you take a look at the finance process- that literally IS the training guide. That’s the beauty of having a well documented process.