Tool: 3 Step Process Documenter

EOS 3-Step Process Documenter & Followed By All (FBA) Checklist

I. Core Concept: Systemizing for Scalability and Consistency

• The overarching goal of the 3-Step Process Documenter is to help leadership teams identify, document, simplify, and then ensure adherence to their core processes. This contributes to:
• Consistency in operations.
• Scalability for growth.
• Increased value.
• Improved ease of management.
• Greater profitability.

II. The 3-Step Process Documenter

• Purpose: To create a clear, simple, and documented system for core business processes. The aim is to avoid overly complex Standard Operating Procedures (SOPs) and focus on what truly drives results.
• Three Steps:
• Step 1: Identify Core Processes
• Goal: Agree on the handful of truly core processes unique to the business. These typically include HR, Marketing, Sales, a few Operations processes, Accounting/Finance, and Customer Service/Retention.
• Process: Brainstorm a list, then use a "keep, kill, and combine" approach to reach consensus. Define a clear name for each process that everyone agrees to use. Assign an owner to each process and a champion for the overall core process manual.
• Quote: "Every organization has just a handful of truly core processes...The question today is, what are the handful of unique processes in your business? We are about to identify and agree on what those are, what we're going to call them and who's going to own them."
• Outcome: A table of contents for the "core process manual" (e.g., "The ABC Company Way").
• Champion Responsibility: Creates the table of contents for the core process manual.
• Step 2: Document & Simplify
• Goal: Document the major steps in each core process in a simple, easily understandable way.
• Process: The owner of each process documents and simplifies the steps, using a 20/80 approach (documenting the 20% of major steps that yield 80% of the results). A linear (chronological) approach is favored. For each major step, include 1-5 sub-points defining the who/what/where/when/how.
• Quote: "Always take a 20/80 approach. Document 20% of the major steps that get you 80% of the results. Favor a linear approach, meaning start at the beginning and work through chronologically to the end of the process."
• Format: Aim for 1-5 pages per process for clarity.
• Approval: The leadership team must review and agree that the documented process is the right way to do it every time.
• Owner Responsibility: Document, simplify, and gain leadership team approval.
• Step 3: Package
• Goal: Assemble all documented core processes into a readily accessible format (binder, online folder, etc.).
• Process: Combine the Step 2 documentation. Use the Step 1 list of core processes as the table of contents. Give the manual a clear name (e.g., "The ABC Company Way of Operating").
• Champion Responsibility: Package all the processes to create the way of operating manual.

III. Terminology (important for consistency)

• Process: A core process (e.g., the HR process).
• Step: A single step within a core process.
• System: The entire documented and packaged collection of core processes.

IV. Implementation Timeline & Approach

• Timeline: The entire process typically takes about 12 months.
• Two Rollout Approaches:"Together as a Company": All processes are documented and approved before the entire manual and FBA checklist are rolled out.
• "As They're Completed": Processes are rolled out individually as they are finished.

V. The Followed By All (FBA) Checklist

• Purpose: To ensure that documented core processes are consistently followed throughout the organization.
• Four Key Elements:Train: Train everyone who performs even one step in the process. This can occur in Level 10 Meetings, special sessions, or learning management systems.
• Measure: Measure three aspects of each process: *Compliance: Are we doing it right? *Frequency: Are we doing it often enough to get the desired outcome? *Results: Are we getting the results we want?
• LMA (Lead, Manage, Accountable): Create accountability by leading and managing people to follow the process, using scorecards and addressing issues promptly (IDS). Ensure consequences for not following the process.
• Update: Review and update core processes at least annually to ensure they remain relevant, efficient, and aligned with business needs. Aim for continuous improvement.
• Champion Responsibility: Ensures everyone properly follows the FBA checklist.

VI. Roles & Responsibilities

• Process Owner: Accountable for documenting, simplifying, and getting their individual core process approved by the leadership team.
• Process Champion:Owns the overall initiative.
• Creates the table of contents for the core process manual (Step 1).
• Finalizes the documentation format.
• Drives accountability for individual process owners (Step 2).
• Packages all processes into the core process manual (Step 3).
• Ensures the FBA checklist is properly followed.

VII. Key Takeaways for EOS Implementers

• Be Sold on Process: Believe in the power of documented, followed processes to create consistency, scalability, and value.
• Keep it Simple: Focus on the 20/80 rule and avoid unnecessary complexity.
• Be Relentless: Persistently encourage clients to commit to process documentation and implementation.
• Hit Them Seven Times: The process concept is introduced and reinforced at multiple points: 90-minute meeting, Focus Day, Vision Building Days (1 & 2), Quarterly meetings, when it becomes a Goal, and Annual meetings.
• Use Powerful Quotes: Use quotes like the Jim Collins quote: "Magic occurs when you combine the spirit of entrepreneurialism with a culture of discipline"
• Meet in the Middle: Understand that some clients are too rigid and some are too unstructured. Focus on helping them find a balance.

RYT Podcast is a passion product of Tyler Smith, an EOS Implementer (more at IssueSolving.com). All Podcasts are derivative works created by AI from publicly available sources. Copyright 2025 All Rights Reserved.