First Live to get started.

The important one, to get away from actually getting this first one done, I just had to go for a walk and get my head together.

This is not my first life, but it's my first life for this project, this systems project.

And so let's have a little chat about what are systems, what are processes? Why are they important.

And it's really interesting to me that a business up until a certain size, which is probably right around 567, people can manage just fine without having much on points like systems and processes don't become that important, but go bigger than that, and particularly go up to big multinationals.

I was fortunate enough to have a good friend of mine.

And He works for a large pharmaceutical company.

And I said, Hey, man, have you how your systems and processes and he's like, Dude, that's all we do systems and processes, systems and processes.

And the question comes, why? Like, how come up until that 567 person level in a team? Can a business survive just fine? But then once you go beyond that, then something starts happening.

And certainly that multinational level company, it's all systems and processes.

So what is that? And that is worth investigating? That's worth thinking about? Why can a business survive without documents without documented systems without documented processes up until that size and beyond that, it gets crazy.

Now, chucking COVID, because there is another way to do a business up until maybe 25 people or so.

And that is by all being local, like if you're in the same office, and you're actually experiencing that experience of being able to stand up and ask someone or have a chat at the watercooler then may be possible to get through to that size business, particularly if most of the work is very siloed.

So let's take a law firm, for instance, where a lawyer gets assigned a case, or perhaps three lawyers get assigned the case.

And they will work through that case consistently.

And that's quite a different situation to what most businesses in a modern era are facing, which is that projects are highly dependent on other people, there is lots of stuff going on.

And so under that 567 mark, there can be discussions across slack email, or whatever the tool is even on the phone on Zoom.

But as it gets bigger and goes beyond that, then suddenly, it's like, Oh, I thought you were working on that.

But that's not done.

But you've produced this.

And it's almost like an airplane, if you take the analogy of a Boeing or an Airbus, and they've got all these parts being made in different factories, and then they come together, and they make the airplane.

Now imagine if there were no plans if there were no blueprints, if there were no, no specifications for how these parts should come together, and then they come together, it's like, that doesn't fit.

Hang on, that doesn't fit together, what? And then it's like, Oh, my goodness, how, how are we going to make a safe airplane, when there are no plans and blueprints.

So, this idea of the plans and blueprints for an airplane were separate.

People are making different parts.

And then it has to come together.

This is what's required beyond that 567 number of people in a business unless it's highly siloed.

And the other thing that's been really interested is suddenly everyone's got to go remote with COVID.

And so this is all forced businesses that we're used to perhaps surviving on a model of local management or even micromanagement where the boss is like, Okay, you do this and you do this, and you do this, and they've got it all in their head, then suddenly, it's like, oh, actually, now we can't do this so well anymore.

You can't run a group Zoom meeting the whole time, I'm perhaps Perhaps that's one solution, just put everybody on zoom the whole time and just run an eight-hour or a 10-hour workday on zoom so that people can always be checking in.

It's not a bad idea.

However, there is a better idea that's actually good systems and processes on points.

So look, if you've been around in business for a while, you will have known that systemization process management is highly important.

And this has been brought through by the E Myth.

This has been brought through by Sam Carpenter.

These ideas of okay, we've got a dial-in this process, but there's a couple of things that would be very common to a lot of people.

All right, well, let's just write down everything that goes into this process.

And so it all gets documented.

And then that's all that happens.

And it sits there as a document that never gets actually used.

But well done.

We checklist the whole thing Yes, it's this step in this step in this step and that might have been very detailed and Taken a lot of work.

But then when it doesn't get used again, it's like, oh, well hang on, we just invested four 610 12 hours into documenting that entire process never to use it again.

So like, did you just do that? Like, what wouldn't it be better just not to have done that process if it's not going to get used.

And so going through and documenting a process and creating a checklist about what goes into a process for a business, and then not using it, again, doesn't make a lot of sense.

Like, literally, you would be better not doing it, you've just wasted 12 hours, creating nothing, you have not created an asset for your business, you just created a document that doesn't get used.

And so this is a very common experience of people that they go through.

And they create these checklists.

And some people actually even get very fancy, and they stick it all together, and they put them in a folder.

And that folder then comes out just at one time, which is training time, when a new employee comes on, or a new team member comes on, it's like, alright, let's bust out this folder.

And we'll use it and this is what's going to train people.

But after that period over, it goes back on the shelf and collects dust and very common experience, that would be our actual, we don't do it like that, or, or that's changed.

Or we should update this because that is not a live document anymore.

It's just documentation of what was done at a certain point in time.

And unfortunately, our lives are so fast-paced, there are so many changes, there's in software in the news, and you can do this, you can't do this, we've all been through this with COVID.

Or at least the vast majority of humans.

Perhaps if you're hanging out in the Amazon forest, not so much.

But the rest of us like Whoa, man, we better get up on that how to use a zoom, how to make a zoom happen in a calendar, oh, they changed it, they changed it.

Now there's security.

Now you got to put in this now you got to do this, this is an ongoing experience.

For us.

This is very unique, this has never happened really before, perhaps anything before maybe 2010.

And so we've got this huge period of human civilization when changes are relatively slow.

And then we've got the last 1011 years where changes are extremely fast, and they're likely to continue to get faster.

And so the idea for a business to have a document that is a dead document, something that doesn't get used, you know, it's not good.

And so you can force people to do it's like you have to do this, you have to use the process.

And they're like, Okay, yep, I can train my staff, I can train my team.

Every time we use the process, we use the process.

But yeah, if they're still not actually fully invested in it, or it's not natural, for the process to be used, that is still fine.

Versus if there was a way to have a natural process arrive.

It's like, oh, wow, that makes sense that actually works, then this is a good thing.

So what are you going to do about it? If you if you're, if you've been on this life with me for a while you're watching like, oh, man, you kind of talk in some language here that I'm picking up on? I'm like, yeah, yeah, like not everyone's got this experience.

So either you're an employee who just shows up, and it's like, whatever, I don't really care.

We just my life is my life I do the work I go home doesn't really matter whether we do processes or not, then you might look over at your boss go, I'm doing what's going on with you.

And remember where those paychecks come from.

Because if he's like stressed out, or she's stressed out, just like Oh, my God, what is going on? This has gone crazy, then that's a problem that's putting the business at risk that's putting your income at risk.

And so actually paying attention to this if you happen to be a team member, is as important as if you're the business owner.

Now if you are the business owner, then what are you going to do about it? Like what has to change? What has to improve? What have you got to do? If one thing is that you can learn at least a little bit more about systems and processes and you want to do that then I invite you to head over to System IO dot Dev and on that page, you can watch a little bit about whether this is a good fit for you.

And if it is then pop in your name, pop in your email, and then go watch the training that I put together for you that actually covers this systems problem for a business.

Alright, thanks for tuning in.

It's been a great pleasure to get this first live underway.

Look forward to serving you more in the coming weeks and days as we go ahead and look deeper at the problem of system processes.

See them.