Hey, what's up, champions?

This is your host, Neal, and I want to welcome you back to another fire episode today.

Today I'm going to be sharing with you a secret that I've seen in business that has helped Companies scale to 7, 8 and 9 figures and above.

And do it on repeat and do it over and over again.

This is something that will help you get time back, but it'll also help you scale financially and it'll help the quality of life for you and your employees within the man.

I'm fired up to share this with you today, and I pray you are too.

Get ready.

This is your captain speaking.

We want to let you know we've been cleared for takeoff.

We have clear skies today with no winds, so we are expecting a smooth and highly enjoyable flight.

However, should you experience some personal turbulence, don't worry as you've chosen the right airline.

As we are trained in navigating unexpected bumps, our destination today is high performance and success.

Sit back, relax, get hyped, or do whatever you do.

As we too are pumped for today's flight.

We understand you have options when you fly and we are grateful that you have chosen to fly with us today.

We recognize by choosing to fly, Neal Reyes, you are committed to growing personal development and reaching higher than you ever have before.

Enjoy today's flight, be blessed, and remember, the best is yet to come.

What's up, champion?

This is your host, Neal Reyes, and I want to welcome you to the Executive Perspective.

For years I struggled to answer the question, what do you do for a living?

Why?

Because most people who ask only expect to hear one thing.

I'm an executive with a deep level of understanding of business, operations, leadership and technology.

I'm also the president and founder of a worldwide ministry and CEO.

CEO of an executive coaching and consulting firm.

My number one passion is people and I receive significant gratitude in life from sowing into others and encouraging them as they grow to achieve their fullest potential.

If you're a high performance individual like me, or you're simply ready to take your business, leadership or inner potential to the next level, then strap in because I'm locked in and all in.

This is the Executive Perspective.

Hey, what's up, champions?

This is your host, Neal Reyes, and I want to welcome you back to the Executive Perspective.

I am pumped for today's show.

Today, I want to talk with you about the importance of building processes around systems, not people.

Again, the topic that we're speaking about today is the importance of building processes around systems, not people.

I'm going to tell you that this one key understanding has been one of the greatest pivotal locks of my personal success, but also of the businesses that I've been blessed to run or to be a part of their executive teams.

I'm going to tell you that this is a multiplier.

This is what I refer to as an advanced multiplier technique.

In fact, when I'm working in the consulting space and I'm helping people, or even in the coaching space how to scale their businesses to seven, eight, or even nine figures, this is one of the primary areas that I focus on.

Again, it's understanding the importance of building processes around systems and, and not people.

We're going to jump right into this and I believe today is going to be a blessing to you.

I also believe this will be because it's designed as evergreen content, but I believe it'll be a staple podcast you come to repeatedly.

What we're teaching today is something that can help you to significantly break through to the next levels in finances that you want to see for your business, but also in other areas as well.

If you're wanting to know how to figure out how to get your time back, if you're wanting to know how to create more bandwidth or space for the things that you really want to be doing or the things you need to be doing, then pay close attention to the things we're talking about today.

Because today's podcast has the ability to have supernatural breakthroughs for you.

In other words, what I'm focused on is helping you connect with the outcomes that you're looking for.

So understand that if your success depends on a single person, you don't have a system, you have a liability.

Man, that's a strong statement right there, but I'm going to tell you it's true.

How many businesses today don't have enough redundancies within their environment?

And that's so common across the board because sometimes you only have enough budget to pay for one person to do one job and you don't have enough budget, big or small company, doesn't matter to pay for multiple people to do the same thing.

However, when you don't have the proper cross training in place, it creates an unhealthy dynamic for two reasons.

One, because if that person who you've built your processes around ever takes time off, whether if it's expected or unexpected, in other words, whether if it's the vacation or the planned day off, or if it's the unexpected one because they got sick or something happened and that prevented them from getting to work, you now have a liability that can be a failure point for your business.

In addition to that for that person who's the.

The pivot point or that person who's the liability that all the systems, all.

I'm sorry, all the processes are built around.

If that particular person feels like they can't take time off, man, they're going to eventually burn out or wear out if they feel like they can't ask for time off, or if they do get time off, they may feel punished when they come back if everything stopped while they were away.

This is why building processes around systems instead of people is so important.

Real growth requires repeatable, transferable, and scalable processes that work regardless of who's in the seat.

I'm going to say that again because it's super important.

Real growth requires repeatable, transferable, and scalable processes that work regardless of who's in the seat.

This is some of the magic or secret sauce, so to speak, behind why building processes around systems rather than people is so important.

If the wrong person leaves your organization and everything falls apart, you didn't have a system.

What you had was a dependency.

Man.

That speaks right there.

I believe that there are people who are facing this thing right now as they're connecting with this podcast.

Either they've been through it or are just going through it.

But this is something that is familiar with them.

In fact, it's so familiar it almost hurts to listen to.

Because you know, you've been in this situation that what happened was you became so dependent on a particular person that the thought of them even leaving, or if they.

And hopefully you're not in that unfortunate circumstance where they hold it over your head, where every couple years they threaten to leave if you don't pay them more.

And you're in on this hamster wheel of just trying to keep up and keep them happy, but you're living in fear that if that person leaves, your business is going to fall apart.

If you're living on that hamster wheel, it's time to break that cycle.

This is about future proofing your business through creating smarter structure.

I'm going to say that again.

This is about future proofing your business through creating smarter structure.

For most people who run business, whether if it's your own business or you're running it as part of a company or it's your department, maybe you're running within an organization.

Organization.

Most people have the tools and people that they already need.

They just need better structure.

Now, let me explain this.

I understand that sometimes People are missing key personnel.

Maybe you've done risk assessments and you identified gaps, or you've done a gap analysis and on your gap analysis, which is different than risk assessments, okay, but they're similar.

But if you've done a gap analysis of your business or your processes or your operations and you're recognizing key pieces that are missing, sometimes you are missing key personnel.

But oftentimes you can cover those gaps with the people you have by creating the right processes around the right systems.

You have to create the right processes around the right systems.

Now, here's the risk of building around people because there are people who are listening to this and they might be having a hard time wrapping their mind around this or they still believe you got to build it around people.

But here's the risk that's involved in that.

When processes are built around someone's memory or their style or their personality, and here's the news flash for you, you might be the person who's your own limitation.

If you don't know how to hand things off and delegate, if you don't know how to trust others with it, or maybe you know how to, but you just don't feel like you can.

Or maybe as the business owner, you feel everything depends on you.

And it might you have to grow out of that.

If you want to scale or if you want longevity.

Saying that again, if you want to scale or you want longevity, maybe for the person you're saying, I've already got a very successful company, I've got already have a very successful bottom line.

I don't really want to grow anymore.

I'm happy with where I'm at fair.

But if you want to ensure longevity and that thing you're so pleased with, you still need to focus on creating processes around systems and not around people.

Because those risks that I'm talking around about creating processes around someone's memory or their style or their personality, these are some of the things that can be risk that pop up.

One, you'll find you can't scale or can't scale quickly.

Other times you can't delegate things.

In other words, certain things can't be delegated because they're wrapped around a person.

You know, sometimes when you see this happen, you'll find people who think that the more knowledge that they hoard or responsibility that they hoard, meaning they don't share, they think that some type of secret job security.

But I will tell you that that's a toxic mindset.

And maybe in other environments they've been in, they learned that through what the business enforced.

But I will tell you that in healthy environments that function and scale and grow and are good work environments and workplaces, the people who you've entrusted to do the job, they don't have an insecure mindset where they have to hoard knowledge or where they have to hoard responsibilities.

Once they break out of those prisons, those mindset prisons, they can start to enjoy life and their work and their job a whole lot better.

Another risk of this is that it can collapse if the person leaves or if they burn out.

What happens with that?

Well, let's talk about that person leaves.

An organization that all your stuff is built around.

It can take you weeks or not months, in some cases years to rebuild that.

I've seen some organizations that never rebuild it back to 100% of where it was supposed to be in the first place because they didn't even fully know what those people did in their roles and because they never even fully documented that and they didn't have the gap analysis to back it up.

They didn't even know what they didn't know.

You know, at the organizations that I've been part of, I've even had times where I'm helping other teams and I'm coaching other leaders or helping to build other leaders up and as they're going through transition and I'm helping them with that, and we go through the gap analysis or the assessment of, hey, well, what do you need to have in place when this person leaves?

Or the person left suddenly and it's like, hey, what do you need to have in place?

And they will tell me flat out, I've heard this before.

I don't even know what that person did.

I don't even know what their day consisted of.

I just know that I felt they were doing a good job and they always look busy, but I don't even know what I don't know.

And in that case, that tells me that while that employee was there, they weren't able to even rate them effectively anyways because they never set the tone for what they were supposed to do.

And if you can't effectively set the tone for what someone's capable or supposed to do, how are you supposed to be able to monitor or measure is a much better way to say it, their productivity and their success.

You may feel you're dishing out raises and that's keeping them happy.

But if they know you don't understand what they do, then they also know you don't recognize their contribution because how could you if you don't even fully recognize all the things they do.

Now, I'm not saying you need to know every single thing an employee does for you.

I'm not telling you to micromanage.

But from a gap analysis standpoint, you'd better understand the big things.

You'd better understand or you won't ever be able to measure your risk within a business, and you'll never be able to set up a proper reward structure for helping those people to feel like what they do is meaningful.

You have to understand the big pieces.

Here's your first leadership truth bomb of the day.

You can honor your people without anchoring your processes to them.

And that's powerful.

And I'm going to say that again.

There's a way where you can honor your people without having to anchor your processes to them.

Sometimes so many times business leaders will feel like they won't honor their employees correctly if they're not tying systems or processes to those people.

Or in cases where they already have processes built around people rather than systems, they feel that if they peel that thing back, it's going to dishonor that employee.

But if you roll that thing out correctly and you don't just drop it on them as a bomb, but you roll it out and breadcrumb it and you start to speak to them in advance about it, if you help them understand how this is going to help them, in many cases, they're going to be so relieved because now they can feel like they can take the the time off, like they can take the vacation, like they're not overloaded and always have to stay late or work through their weekends or their off time because they know they have help and the processes and they need to be part of this.

When you include them in developing the process that lives around the system, not around the people, they can speak into it the loudest and become even more efficient and have greater job satisfaction.

Now, why systems create freedom and help you scale, I want to go over this with you.

This is why systems can help create freedom and help you scale.

Systems are usually scalable by design, meaning systems usually help you scale.

Systems can make onboarding much, much easier.

You know, they've done so many studies about how much it costs organizations when they have turnover within an organization.

And what I will tell you is it's extensive.

But what's just as extensive that they don't usually measure is what it takes to onboard an employee.

Most companies have no idea what it takes to onboard an employee, and it's usually just trial by Fire.

They just, it's like pushing them in the deep end of the pool and seeing if they can swim or not.

It's trial by fire.

They just dump them in and let the employee figure it out.

But when you have good onboarding processes, it makes everything easier.

And onboarding systems that make things easier aren't always for the employees and staff you bring on.

Oftentimes that's also for the new customers or clientele you're earning as well.

You know, we have other podcasts where I talk about the get and I talk about the keep.

In other words, I talk about what it takes to obtain something, but I also talk about what it takes to obtain or sustain and maintain it.

So you can obtain it.

That's the get, but then the keep.

That's how you sustain and maintain it going forward.

These are big in business.

Another thing is systems allow leaders to step out without everything crashing.

In other words, it allows leaders to step into new roles.

You know, one of my biggest things I've seen as a consultant is that I find so many CEOs who are busy working in their business instead of working on their business.

Man, that's a big one right there.

So many times when I'm helping organizations, I've seen them and through the past, I've seen it over and over, patterns of where the CEO is busier working in the business than they are working on the business.

If you're a CEO of an organization, look to get yourself a great COO to help you out.

That's your chief operating officer.

And if you can't afford that within your structure, then find someone that you can at least delegate those types of responsibilities to.

Because a CEO's job is to work on the vision and guidance for an organization, but the COO's job is to carry out the vision of, of the CEO in the operational impact of that organization.

Now, I simplified that.

I gave you like the 30,000 foot view of what the CEO and the COO does.

But I'm telling you, if you marry those two together, things get a whole lot easier.

And as you build that environment, there's other pieces you'll need.

But that's why it's important to have the right people in the right places and to build the right processes around the right systems.

Man, this is big right here.

Another thing why this is important is because systems, good systems, the right systems help you reduce pressure and decision fatigue.

In other words, things get simpler.

And decision fatigue can be summed up in several different ways.

But one of them that I feel relates to today and will resonate with you is you won't be worn out by all the numerous decisions you have to make over and over and over again.

It makes things simpler.

You know, I know other CEOs that I've worked for in the past where at one point they were deeply involved in the business.

And then they grew to a point where they could be focused on building the business rather than having to work in the business.

And then they grew to a point where really 99 to like 98 to 99% of all their time, they were busy just working with the banks.

That's all they were doing was working with the banks, managing all their debt that they had, or managing their assets or managing their growth and the new locations they were opening to where they weren't even building the business anymore, they were simply there building it, but working with the bankers.

But they had to bring someone else in who could actually create a vision and carry the vision out because they were just building on the churn.

And I'm not going to say that's the right thing for CEOs to do, because that's the other hamster wheel.

The other hamster wheel is just dealing with the churn.

The churn, the churn, the churn.

And now all of a sudden, this business that they built or created because they were so passionate about, they're not even in that business space anymore.

They're just in the business space of keeping it open or running or just building the next one and the next one.

But they've gotten away from the thing that they love so much.

I'm telling you, today's topic is a big one.

Here's another leadership truth bomb for you.

Clear systems equal higher morale because people aren't guessing what to do.

That's a big one right there.

Clear systems equal higher morale because people aren't guessing what to do.

Now, here's where it's important for me to help you with this.

When I talk about creating processes around systems and not people, sometimes people who are in the operational space, systems immediately go towards technology, whether if it's a CRM or if it's, you know, some type of, you know, maybe it's a email mailing campaign or something like that, that you have some type of a tool you use for that.

Yes, systems can be that, but systems can also be different than that.

So I just want to tell you, systems isn't always technology, okay?

This is so, so important.

Sometimes systems are the right things.

Like you can use technology to do it, but sometimes it's.

It's business blueprints or it's business funnels.

I'm not even talking about marketing funnels, but.

And sometimes it's very much marketing funnels, but other times it's business funnels or business blueprints or business templates that just simply says, hey, when we do this thing, these four people have to be involved.

And it goes to person A, then B, then C, then D.

And then it goes out.

And when the next one comes in, same template goes to person A, B, C and D.

It involves those four people.

And when this other template pops up, well, that requires these different three people and it goes to all three of them at the same time or whatever.

But in other words, it's also creating the systems around this as well.

The other thing I want to talk to you is how do you begin to systematize?

That's such an important thing.

First of all, you have to identify high repetition tasks or processes.

So for the person who is already listening and thinking, how do I build that?

Now we're getting into that.

The way you begin to systematize, this is how you do that.

Systematizing starts with identifying high repetition tasks or processes.

In other words, what are the things that create the churn within the business that you have to do repeatedly and then challenge it?

Do we really need to do this?

And if it's like, yep, you really need to do that, then do it.

But create better processes with it.

Create better systems around that.

Document step by step processes.

This is the next one.

Document step by step processes.

Even if it's just informally at first, but you have to document.

Remember earlier when I was talking about doing gap analysis and things like that?

Sometimes it's hard to do a proper gap analysis or risk assessment if you don't have certain things documented because you can't see all the puzzle pieces.

So document step by step processes.

And instead of thinking it has to be perfect or chasing perfection, it has to be this real form of document.

Just keep it simple.

Open up a word template or something and just bullet points.

Or if you have to just write it down on a tablet, write it down on a tablet and then you can put it into a spreadsheet or something.

But start simple, start simple.

Even if it's informal, just get started.

The next thing you have is assigning ownership to systems, not just people.

Assigning ownership to systems, not just people.

When you do that, remember that template I talked about earlier?

That template that goes to these four people, Person A, B, C and D.

Yeah, you might think, well, I'm assigning that responsibility to the people.

No, you're assigning the responsibility or the ownership to the template.

The template just happens to know who needs to be involved to carry it out and be successful.

Assigning ownership to systems, not just people.

The other thing is, and here's why that's important, I'm going to take one pivot point for a second.

The reason why that's important is because let's say this blue point involves person A, B, C and D.

Well, what happens if person D leaves?

Well, you get a new person D.

And now when new person D comes in, let's say now they're person F.

Well, guess what?

They're still part of the same system.

When the template gets used, when something triggers the template, that now goes to person A, B, C and F.

Because D went to work somewhere else.

They either joined another department or they got promoted up or they moved out because it was time for them to spread their wings.

But your company didn't fall apart because you weren't dependent on person D.

And while you don't want to lose good people, you always want to know that you've built them up to where they can grow their space so you at least know you shared in their success.

And when they look back at that job, they talk about, I worked for this amazing job and this amazing boss because they understood business.

They were wise enough to build processes around systems, not people.

So even when I left and I was disappointed to not work with those people, I'd form such healthy friendships with and relationships with.

And even though I liked the company so much and the owner, I knew it was time to leave, maybe it was a move.

Maybe their spouse and them decided to move to a new city to be closer to family or just be a different climate or whatever.

Maybe they were wanting to live in the mountains or they wanted to live by the beach and they were living in the desert at the time, or whatever.

Whatever it is.

Or maybe the person want to move out to the desert.

People do want to live in the desert, but whatever it is, they didn't feel guilty when they left because they knew you were going to survive no matter what, because you had healthy processes built around systems, not people.

Whoo, that's strong right there.

I want you to also ask yourself, because this is a big part about how you can begin to systematize.

Ask, could someone step in and run this with minimal disruption?

In other words, if person D leaves, can another person step in even if it's just temporarily or can they rise to the occasion?

Would they be able to step in and run that with minimal disruption?

Remember I also talked about the importance of having processes built around systems, not people.

So when people take time off, maybe what it is is someone's going to take a vacation and they're gone on a cruise for a week or something where you can't even get a hold of them easily.

They can't, they don't.

Their phones don't even work anymore.

They're out in the middle of the ocean now.

I know cruises, you can, you can have cell phones work nowadays, but you got to pay a lot of money.

But anyways, maybe that person unplugs.

They don't want to use their cell phone other than for pictures that we.

They're not even jumping on social media.

They're just pictures and that's it.

They're not taking phone calls, they're not text messaging and they're not jumping on social media.

They're just unplugging.

Well, during that week.

Is there someone else who'd be able to step in and help run things with minimal disruptions, even if it's not operating the exact same it would as when that person gets back.

But things didn't fall apart either and you were still a success.

Do you have that?

Now, I want to give you some examples of what I refer to that can help you in these scenarios.

Now, I think we painted some pretty clear pictures, but I have three examples that I want to share with you.

And I think these examples are going to help you to be able to tie this or connect this just a little bit better.

The first example I want to give you is the Go to Admin trap.

This is a big one and this is getting ready to hit.

For those of you who use Advents, the Go to Admin trap.

I'm going to paint a scenario for you.

I'm then going to paint the problem and I'm going to help you understand the lesson.

So scenario, problem, lesson.

Here we go.

Here's the scenario of the Go to Admin trap.

In a growing company, let's say Martha is the Go to admin.

Everybody wants a Martha.

But do you?

Let's pay attention on this.

Martha knows how to onboard new hires, how to schedule leadership meetings and how to order supplies and also how to handle vendor contracts.

This is Martha.

She's a rock star.

But none of what Martha knows has been documented or written down.

In other words, Martha is Martha for a reason.

She's the rock star.

But Nothing's been documented and nothing's been written down, meaning it all lives in Martha's head.

That's the scenario.

Here's the problem.

When Martha decides to go on vacation or eventually leaves the organization, the team scrambles, tasks get delayed, people get frustrated, and errors began to increase.

Here's the lesson.

In that situation, they didn't have an onboarding or operation system.

They had Martha.

There are people who may be listening to this, and they know they're the Martha man.

I'm telling you, this is significant right here.

If Martha gets hit by a bus or the.

The business shouldn't stop running.

If Martha decides to just leave, the business shouldn't stop running.

You know, I will tell you that where I'm at now, I've seen on multiple occasions where employees what I believe have graduated and gone to heaven.

What do I mean by that?

They died.

They died.

And someone's like, oh, man, that's tragic.

Not if they were well up in their age.

These people who I'm talking about, these were people who just graduated to heaven.

There weren't any significant health complications or anything.

They just graduated and went to heaven.

They went on to their next assignment.

But what happened in those situations, Whoo, man.

I've seen some of those situations where it worked out really well because the people who were managing them had processes built around systems.

And while they missed that person and they missed their contributions and they certainly missed their presence, they survived and were okay because they had processes built around systems rather than the person.

But I've seen other parts where there wasn't processes built around a system and there wasn't documentation.

And oftentimes they didn't even fully know what that person did.

All they knew was the pain they felt the moment that they left.

Man, I'm telling you, this is significant.

I've seen this before, and I'm telling you, you know, even just by me speaking, if you've encountered this situation or if you have this in your environment now, if you have this in your environment, that doesn't mean you punish Martha for that, man.

Martha's the rock star, after all.

We all want rock stars, and we all want Martha's.

But if we can get Martha to document what she knows, and if we can get Martha to help us, if we can get her to help us, and if we do that, really what we're doing is we're getting her to help us help her.

We're making life easier.

But if we can get Martha to help us to document the processes and to Create processes based around systems and not just around her abilities and we can do those templates well, how much better if Martha can help you train 10 Marthas rather than just one Martha, and any one of those 10 Marthas can be plug and play at any time.

And if one of them leaves or promotes up or is unavailable because of vacation or time off, someone else can step in with minimal disruptions.

Because Martha helped us create processes around systems and not around people.

If you can get Martha to help you.

If Martha's working for me, I'm going to advocate that Martha should get a nice little raise or a good bonus because Martha has helped me become much stronger as an organization.

Now let's give you example number two.

This is the sales superstar bottleneck.

I'm going to say that again.

The sales superstar bottle bottleneck.

All right, here's the scenario.

Remember, I'm going to give you the scenario, I'm going to give you the problem and then I'm going to give you the lesson.

Here's the scenario.

A company's top salesperson named Kris has a unique way of closing deals.

This guy is a closer, but he doesn't use the CRM consistently and his follow ups are based on his memory.

In other words, this is an old school type salesperson.

Doesn't mean they're old school.

Doesn't even have to mean that they've worked in sales from way back in the day.

This is just their system.

It's old school because they haven't stepped into the new processes and the way of developing processes around systems.

In fact, I will tell you that no matter how much of a rock star Kris is, Kris can be even more of a rock star.

If he documented things and entered stuff in his CRM and and he didn't rely on his own memory for follow ups.

No matter how sharp your memory is, you should never have to rely on your own memory to follow up.

If you have their memory to do it, that's amazing.

But if you have the memory plus a really good system to help you remember, you're way more effective now.

Now you're really discovering what it means to be a real rock star.

Now here's the problem.

Nobody can replicate Chris's process.

Another way of saying it, nobody's able to replicate Kris success.

New salespeople come on and they struggle and the company can't scale its success.

And what's happening?

The owners or the heads of those departments are now starting to wonder or be concerned that Kris might leave and go do this somewhere else.

Or he might get mad with the company over something.

And they just give and give and give and what they do, they went and jumped on the hamster wheel and put a whole bunch of people with them.

Here's why that's dangerous.

You have to be able to scale your business.

And in order to scale your business, you have to build processes around systems and not around people.

But if you can help Kris with this, in other words, and here's the lesson, I'll jump in a lesson.

Without a documented and repeatable sales system, the business is held hostage by one person's personal style.

And that's big right there.

It's big because this one person's holding the growth of that company hostage.

And believe me, oftentimes when they're that person, they know it.

And if you have this person working for you, if this Kris, and maybe your person coincidentally is named Kris as well, which would be a little funny, but just the way it is, you're like, oh my gosh, that was a sign.

That was a sign.

Maybe it is.

But let's just say you have this type of Kris in your environment too.

Then you already know what I'm talking about because you're already feeling the pain.

Or maybe for you it's like, but we're doing great.

Kris smashes out of the parking lot.

Kris sells more cars than anybody does.

Or Kris signs up more clients than anybody does.

Maybe.

But what are you missing by not having more Kris's?

If you could create 50 more Kris's in your organization, would that help you scale your business?

It absolutely would help you scale your business.

When you can create Kris's processes or his success and put it on repeat, that's way better right there.

And what I will tell you is it doesn't mean there's not others in your company that are even more successful than him.

Sales.

But if you want more Chris's, you have to be able to understand how to create more Chris's.

How do you do that?

You do that by building processes around systems and not around people.

If you can't teach it, then you can't scale it.

I'm going to say that again because that's a strong but fiery comment.

That's true.

If you can't teach it, then you can't scale it.

How do you create more Chris's if you don't know how to teach it, and if you can't teach what Kris is doing, then you're not going to be able to scale what Kris is doing.

The next one we Have.

And this is our final example for today.

This is example number three.

This is what we refer to as client onboarding chaos.

Client onboarding chaos.

Alright, once again, I'm going to give you the scenario.

I'm going to give you the problem and I'm going to give you the lesson.

Here's the scenario.

Each department handles client onboarding differently.

I just heard HR people faint in the back.

Just joking.

But listen up.

Here's the scenario.

Each department handles client onboarding differently.

One team uses spreadsheets, another they use email, and a third, they track notes in Slack or some other system.

How is that repeatable?

It's not.

And it's not traceable or trackable either.

Who?

This is a big issue.

Here's the problem.

Clients get inconsistent experiences.

Or employees.

New hires get inconsistent experiences.

You see, I joked around about all the HR people fainting in the back.

But this doesn't just impact hr, because if it's a client, then this is impacting people like your salespeople.

Whether if it's a VP of sales, whether if it's a Chief Revenue Officer or someone like that.

This impacts a lot of different people.

And I only name just a couple positions.

I get it.

If I didn't name it your position, I'm so sorry.

But there's lots of different roles that this can impact.

Clients or employees get inconsistent experiences.

Team members burn out on answering the same questions over and over and over.

And small details begin to fall through the cracks.

Why?

Because you don't have a defined system in place.

The other problem and her or not problem.

But the lesson.

Here's the lesson from this.

Building a centralized, repeatable onboarding system that allows for consistent client experiences or employee experiences.

And it also helps with smoother team workflows.

And that's powerful right there.

Now understand this.

A business that has that scales has processes that unify.

Oh, that's a strong statement.

I must say that again.

A business that scales has processes that unify, not personalities that improvise.

Oh, that is fire.

I'm going to say that whole thing again.

A business that scales has processes that unify, not personalities that improvise.

When you have the right systems in place, your ability to scale and grow, the sky's the limit.

In other words, there is no limit.

You can continue doing it over and over again.

And when you have these healthy processes built around systems and not around people, you'll find that your longevity of your business, but also your people who work for you increases.

In most cases, that's the output scenario.

But in addition, processes that are built around systems can be duplicated.

In other words, it's like copy paste.

They can be duplicated.

And if you can duplicate that now as a business owner or CEO, you can open up multiple divisions and ensure its success.

Because you've already got the processes and are built around the systems and the systems defined.

You just need to copy paste, copy paste, copy paste.

Or if you want to open up multiple types of businesses, you've already got a scenario that leads for success.

And even if the business verticals are a little bit different, you still understand the value of processes built around systems and not around people.

And when you roll those things out, you're now scaling at a rapid, rapid rate.

Here's my closing thoughts for today.

Your vision is too big to be limited by people, or more specifically, people.

Specific processes.

That's a strong one.

Learn to build systems that empower your people, but never make your success dependent on them.

And that's powerful.

Learn to build systems that empower people, but never make this the mistake of making your success have to depend on them.

Remember, successful businesses that scale are businesses that have learned how to build processes around systems, not around people.

Processes around systems, not processes around people.

Guys, as I close today, I want to remind you, because if you haven't heard this before, I want to remind you that I believe in you.

You know this podcast, I usually say it towards the beginning, but I'm going to say it now.

This podcast, the executive perspective, focuses on three main areas.

We focus or that we talk, that we talk about.

We focus on leadership, business strategy, and personal development.

And we have one direction that we move here on this podcast.

Our direction we move is forward and upward.

It's always, always, always, always, always forward and upward.

I want to encourage you from that place today that I believe in you.

I believe you have greatness on the inside of you.

You just need to cultivate it and get it on the outside.

Guys, I believe in you and I want to encourage you to go and smash it today.

Now, for those of you who haven't been by our website, we want to invite you to go by Neal Reyes.com where you can find all of our resources and teaching resources and podcasts and videos and all the other things available for you to watch.

It's significant.

And there's more coming out every day, every week.

There's so many we have there.

And then in addition to that, I also want to encourage you that if you're enjoying this podcast, then please like it, subscribe, subscribe it, please follow it, and please leave us a review that helps this podcast grow significantly.

And my greatest desire of my heart is to give, not to get.

What do I mean by that?

I want to give.

I want to help get the things that we're teaching on this podcast in the hands of people so they can connect with their best version of themselves and their lives and they can live their most successful and productive life.

I want to help get in the hands of others, but to do that, I need your help.

I need your help to like it, to subscribe it, to follow it, and to share it and leave reviews.

If you think these things mean something to you, then they probably mean something to someone else.

Share it with them and then open some lines of communication where you can talk with them and grow your relationship with them.

Guys, before I let you go, I just want to remind you one more time I believe in you.

Go out and smash it today.

Thank you and have a blessed day.