WEBVTT

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we're going to talk about how to create powerful playbooks. So it's really good that your whole

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team is using the QBook because Q is best for operating practices. And remember that Q stands

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for capture, use, and enhance. And before we get going on that, today's pro tip is remember that

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20% of the action produces 80% of the results, the Pareto principle, and that a few vital tasks

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are hugely more impactful than the many trivial tasks that follow. And this is something that I

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just remind myself of weekly. Is this 20% or 80%? So remember to take what are the few vital tasks

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that take 20% of your time and produce 80% of the result because this is the place that you put your

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energy and focus. So we're starting off strong with some weekly wins and some strong muscle

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cars. With that, Dan, I'm going to hand it over to you. Yeah. You know, if you said cars, you had

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me smiling. So there you go. Good way to get me going. So yeah, Ben, we'll get to the enhanced

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part of the E and Q. So today is like Q, but for processors. So this is like next level stuff.

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And so, you know, we always like to give sources and so forth. So this is from Dan Mattel,

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anyone who's read any of his works, any of his books, been through any of his processes.

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And then we've blended it with a couple of other best practices. So here's the basic idea.

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How many of you have found that when you're trying to build a business, you often end up explaining

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the same thing over and over and over again, right? This is how you do this. This is how I want the

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office to be locked, unlocked. This is how you, you know, reconcile the books. This is how you,

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you know, provide a quote for an employee. This is how you find yourself doing that again and again.

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And the reason you keep doing it is because you don't have a simple playbook. So, you know, this

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is sort of a much friendlier version than standard operating procedures, you know. So if you heard

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of standard operating procedures, which most of us have, SOPs as they're often known. SOPs can be,

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you know, a really, really tough thing because sometimes they're so detailed and so overwhelming

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nobody has a chance to look at them. And it takes too long to process and figure stuff out.

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So this is like the simpler, simplified version of SOPs, but it's also designed to capture

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know-how. So what is a playbook? A playbook is anything that captures know-how. There is know-how

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in your organization. There are people on your team that know how to do certain functions

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and they're pretty good at it. And the way you find out how much you know, because you might

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be part of the team and say, well, I don't know really that I know that much. And now imagine you're

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training somebody to take your job, assuming that you've got promotion, you're going to go and do

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something completely different. And now you have to pass all that know-how onto someone new.

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That's when you find out, you know, a whole lot more than you realized. And if anybody's gone

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through that recently, you know what I'm talking about. So why does this matter? Why do we need

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playbooks? Because you don't have to explain it again and again. Secondly, it's because if we have

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a playbook, we can capture the key ideas and constantly tweak and enhance it. But there is a

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way to do this that doesn't make the person who's receiving the playbook feel like they're a prisoner

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to some system. I'm sure by now here in week 20, you've captured the core idea

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that we hate it when people have to serve processes. We think that's a complete waste of human life.

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It's demoralizing, it's dehumanizing, and should be outlawed, right? For sure. But when processes

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serve you and make you feel alive, make you feel more efficient, make you feel like you're growing,

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that's what they're there for. And as people in more of a Western mindset, Western culture mindset,

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this is not exclusively an East or West thing. It's harder for us to think of putting

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people before process. We say cool stuff like that, but then we design the kind of processes

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that are just lame. And now you have to come stand in this meeting, and you have to go and fill in

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that thing. And then usually, if I take over as the CEO of a company or the president of a company,

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the first thing I do is fire all those systems. I get rid of all that stuff, and I won't mention

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the specific products. But I hate them because it just sucks the humanity out of everybody there.

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It sucks the life out of them. And I hate them. I assume people who have to do them hate them.

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But there is a need though to have some form of structure.

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There is a need to capture process

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and there is a need to capture the know-how.

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So if you're thinking like an owner for a minute, right?

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You hire someone who develops over a period of say two years

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some really good know-how.

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That person leaves, you lose that investment.

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You have to hire someone new starts again.

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Now that seems like a terrible allocation

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of resources and capital.

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So what if you could capture the core idea

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that somebody has and that core idea

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then is passed on and built by the next person

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and then it goes from person to person.

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So what this enables though,

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if we have these basic playbooks,

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I almost said playbooks.

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If we have a basic playbook,

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what happens is it allows people

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to move around in the organization and find their A-seat.

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Not everybody knows their A-seat in your company.

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And it's amazing to me.

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And so I'll just tell it,

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like for instance, I have four kids, all married

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and one of my new daughters or daughter-in-law,

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one of my new daughters,

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we call them our sons and daughters because they are now.

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One of my new daughters,

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she has an incredible way of working

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with autistic children, special needs children.

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And she's a music therapist and you have to study music

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and you have to study psychology

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and you have to study business.

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It's quite a tough degree.

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And as she got to do all that,

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over time, one day she found this app called YNAB.

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Anybody know YNAB?

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You need a budget.

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It's a little app for budgeting.

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It's a bit of a different idea to budgeting,

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certainly recommended.

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She got into this and she started having fun.

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And then on the side, she started helping friends.

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And then she found out she really liked this.

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And she found out like this gives her energy

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when she sees people getting control of their finances,

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gave her such a kick.

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She started a little business doing this on the side.

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Now, if I'd gone to her before college and said,

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so let me tell you upfront,

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I'm gonna give you a snapshot into your future.

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One day you're gonna run a business helping people budget

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and you're gonna get such a kick out of it.

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She would have thought I lost my mind, right?

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So what?

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Budgeting.

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So what happens is we get into a role in business

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and we wanna be able to move around the business.

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And to do that,

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playbooks allow you the flexibility to do that.

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Okay, so hopefully I've sold the idea

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that playbooks are important.

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Secondly, it's like hitting, think of a photocopier

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and it's like hitting the copy button on know-how.

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It's like putting your know-how in the copy machine

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and hitting the copy button.

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That's what that is.

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So that's, if you think, wanna leave with an analogy,

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you may want to leave with that.

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So what do playbooks cover?

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So they cover things like how to lock and unlock the office,

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how to send an invoice correctly,

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how to reconcile the books,

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how to create an order or a quote.

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It may be things like how to handle

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negative customer complaints.

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Does anybody know the playbook for Starbucks?

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Anybody know that?

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Anyone who's been through our training

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knows this already, right?

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So 100x people can't answer this,

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billion people can't answer this.

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Does anybody know?

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It actually is very cleverly uses the acronym LATTE,

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L-A-T-T-E, which is clever being that it's Starbucks.

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And so LATTE stands for listen, acknowledge, thank them,

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tell them what you're gonna do, then execute.

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Clever, isn't it?

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It's a simple playbook, I just remembered it.

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It's not even in my notes, I just wrote LATTE

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because it's so easy to remember.

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So that means somebody comes to the counter,

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complains about the thing.

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Now, somebody else captured a very effective playbook

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that really helps customers feel heard.

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So you start, you listen, oh, you got the wrong order,

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this milk is cold or whatever.

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Listen, acknowledge it.

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Oh, I acknowledge your problem, thank you for telling me,

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we appreciate that, okay.

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So now it's not a fight, calm down,

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the emotional tension comes way down, right?

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Tell them what you're gonna do about it.

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You know what I'm gonna do?

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I'm gonna give you a free coffee

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and I'm gonna give you a coupon for another free coffee

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and then execute, done.

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Get the free coffee, get the little coupon

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or whatever it is and give it to them.

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So LATTE, L-A-T-T-E, was a clever little playbook

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that we can literally memorize.

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So they can be as simple as that

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and they can be a little more detailed.

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So we can talk a little bit about how to do these.

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So it could be a little bit like how to travel

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in our company and get reimbursement, how to hire.

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This is how you hire people.

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Often the lead person or the person who's done most.

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the hiring. So at Brilliant, we trained two managers to hire

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Jenny being on the calls, one of them, and done various hires.

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And so it was worth it for me to develop a playbook on how to

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hire people. We did this at 100x as well, since I see some 100x

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people here, we did the same. And then how to contract with

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vendors, how to negotiate, etc, you get the point, how to run

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payroll, whatever. So how do you create a playbook? To do that,

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we're going to use Dan's idea of four C's, Dan Mattel's idea of

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four C's, the four C's to create a playbook, and they're really

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easy. So remember, a playbook should just capture one task,

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the playbook isn't there to capture everything you know,

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it's to capture one thing that you know, about something

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specific, it's one, so it's task specific. And you want to keep

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it high level enough, but also detailed enough. Do you remember

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when we were doing shaping up projects, remember what I said,

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keep them high level enough, don't go, when you're planning

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and doing your thin slice, don't go and design the whole thing,

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just keep it high level enough. So you you solve the main

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problem, but you haven't solved it in detail. This is the same

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thing. You want to keep it at a high enough level. Assume that

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the person on the other side is actually intelligent. Assume the

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person reading this is actually an intelligent person reading

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this. Don't have to spell it out to like breathe in and breathe

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out between pages, you don't have to like go over the top

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detail. Because that's when they feel the life, the humanity

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being sucked out of them. Leave enough openness there. So an

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average intelligent person can figure it out from that point.

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Okay, so you have the four C's on how to do it. And they will

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start with C's obviously. So the first one is camera. The second

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one is course. Third one is cadence. Fourth one is

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checklist. I'll go through them again. Camera, course, cadence,

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checklist. Here's the first camera, grab a camera, any

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camera, this can be a loom, if you're doing it on your

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computer, this can be a camera with you on your phone, it can

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be Voxer, Zoom, whatever, just but it's got to be a camera, not

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voice, video. And the reason is, is that when you grab this

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camera, you're going to walk through that process quickly. So

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you're going to say, pick up the camera, this is you creating

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your playbook, hitting the record button and recording. If

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you find that, you know that you're not remembering

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everything, instead of trying to record it and get it perfect,

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doesn't matter if M's and R's, doesn't matter if you look a bit

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weird on the thing, it doesn't matter. You know, people have

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seen you from all angles, so don't worry about it. So it's

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weird to you, but it's not weird to them. They're used to seeing

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your face look like that. So you're good. So grab the camera,

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just do the recording, you're good. But here's a trick, do it

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three times, but use all three. And the three times, try to keep

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three short videos easier to listen to than one long one

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where you got it perfect. So that you don't go and write

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scripts, you don't go and create production out of it. This is

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literally like going live. Like if you've been using the app on

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the edge, which looks like all the live stuff is finally

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working, thanks for putting up all the bugs, by the way, we're

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getting through it, we're getting through it. But the idea

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there is going live, it's the same thing like going live on

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any social media platform. So you kind of going live on a

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camera with the person you're teaching. So let's, you know,

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let's say, for instance, I'm teaching somebody, let's take a

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substantive topic, like I'm teaching somebody how to hire

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someone. So that that's me, I'm putting up a video. And I'm

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saying, hey, here's my hiring playbook. And this is what we're

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going to go through. And I walk him through the steps. And you

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know, because there's a lot of soft stuff that goes on in that

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capture that moment, right? These little things you say,

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sometimes it's as subtle as your tone. It says, hey, when you

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speak to the customer, remember that, you know, an unhappy

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customer, whatever it is, you're hearing my tone, you're

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hearing how I'm doing it, you hear how I'm saying it, you're

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not just reading words on a page. So this is why the camera

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portion of this is really important. So capture it, do it

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three times if you feel you didn't get it the first time.

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But don't go for perfection. And don't do lots of takes. That's

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not the idea. Rough and ready is perfect for this. Number two,

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we want to capture the course. And by course, it's not necessarily

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the best word, but it's the way to capture the main steps. So

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the main steps are going to be, okay, we're going to, when we're

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going to hire somebody, we're going to post, we're going to

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post that we have a need on these three social media

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platforms.

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platforms we use, or we use Indeed, whichever one we do. And

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this is how we're going to post these on. We're also going to

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post this summary of the job on different job boards. And then

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we're going to, you know, as resumes come in, we're going to

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narrow it down to five, then we're going to send the top five

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people, you know, to have an interview with with the

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department manager. And then once they do that, then I'll be

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the final step, I want to do the fifth interview. So if you were

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hired at Brilliant, for instance, we have a very

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specific process, right? So how many interviews do we have,

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Jenny? Tell me. Four interviews, that's right. And what do you do

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on each interview? You have rehearsed this, right?

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No, no, no, no, no.

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You know the playbook. So tell us the four interviews.

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I do. We assess, now I'm gonna go blank. We assess drive,

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problem-solving, and we assess chemistry.

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Good. And that's the second. So in the second interview, we go

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to?

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Yes. So after the initial interview, oh, I apologize. You

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want me to go through all four? Yes. So the first is assessing

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that the second is to drill a little bit deeper in the in the

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problem solving, the problem solving skills. So we ask them

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to solve to share, we have a couple of questions to drill

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down in, which is what is the biggest problem you've ever

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solved? And then the third one, we do an interview with a team

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member to assess team chemistry. And then the fourth one is the

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final one where they meet Dion, the president and receive an

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official invitation to join the team.

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And, Matt, you've recently been through that grueling process,

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right? It was a lot of hours, a lot of interviews.

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Yes.

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So what did it feel? Did it feel very structured? Like

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there was a playbook involved?

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Looking back, probably. Yeah, definitely.

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Okay. So it was very thorough, though, right? So some of these

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interviews can go two or three hours each. Yeah.

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Second interview was two hours long. I think that was with

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Jenny, actually.

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Yeah. So so here's the thing. That's a playbook that we've

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created. So what you want to do is have the main steps in there.

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Again, you don't have to write on every detail. Now, here's a

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very important number three cadence, the frequency that this

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has to happen. It doesn't help. Now, in the case of hiring

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people, that's every time we hire somebody. So the cadence

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there is every time we hire somebody. But if I'm locking up

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the the office, right, then that's every day. That's if I'm

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doing so if I'm sending, like if you do you expect them to send

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out invoices every day, once a week, or once a month, every two

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weeks, what's the cadence you expect this playbook to be

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executed? Hey, we found best practices is this is the cadence

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for this playbook. So you need to do it this often. And then

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the last one, the checklist, the checklist are when you've done

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them, and you check these boxes, you nailed the main point. So

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this is sort of tying back to the core steps. But what you're

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making sure it's like the accountability piece at the end,

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that they make sure they've captured the right thing. So

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what we're going to do, we're going to go through very

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briefly, we're going to break up here in a second. And again, I

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just want to remember the key is not to be too detailed, assuming

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there's an intelligent person on the other end, back to Jenny's

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Pareto suggestion this morning, this early in the session. And

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that is remember, let's go and look for the 20% of the

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playbooks that can cover 80% of what you do. So don't go and

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pick some small task that you hardly ever do once a month or

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whatever, you know, so we want something that is no pretty

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straightforward. And then what we're going to do is we're going

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to have you create a playbook. And then at the end of the

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playbook, we want you to hand it off to someone, even if it's

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sort of as a pretend or as a practice run, pretend you're

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handing it off to someone. And we're going to make sure that

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they've done two things, that they've watched the videos, and

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they've read your playbook, your high points. So you can see this

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is very high level, very outline, very quick. And the

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whole idea is this creates a culture of a vibrant environment

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in which we're capturing all the know how and all our best

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processes and all our best thinking, and all our best

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procedures. And then down the road, we can add other things

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like automation tools, and so on. So, you know, we can we can

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bring all that together. But I would like to pause it there for

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a second, and say that, any questions about this before we

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go to the teams, and we get into the worksheets? Was that so was

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it straightforward enough, right? Pretty straightforward.

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And so what I'm going to ask is that everybody participate.

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And if you're here and you don't have your whole team,

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yeah, that's fine.

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I'm also ask Team Brilliant to go with Jenny.

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I'll stay behind and hang out.

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And then the other groups,

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the solo folks can go with, to the general.

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And we will see you back here.

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Again, remember the four Cs

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and try to find a project that you think

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captures a good portion of what you do.

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And you'd love to hand off to someone else

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while we're doing that.