Here I am, sad to see you delivered, you're great. You're great, mate. I want you to know that. I want you to put that there. You always do that and it pisses me off straight away. Shake my hand properly. You always like to shake the ends of my fingers. No! Just get into the hand and don't do that because you know that means something in Thailand. Yeah, I do know. I used to know a guy that used to sing that song, but he used to think the words were, Here I am trying to deliver your post.

How could you think that? Yeah, poorly. Good real male advert there though. Real male will put their Instagram handle in the comments. Right, another short one today from our old pal Marcus. What's your purpose to be a good human? That's what Marcus Aurelius believed. But I want to talk a bit about purpose actually, right? So here's a little exercise I think businesses can go through and it's called the process accountability chart.

Okay. that a thing or is that your thing? I'm going hit you with this. It's a new thing. It's your thing. It's a new thing. No, no, no. It's not my thing. Oh, it's a new thing. And I'm going to tell you where it came from. Stay tuned. I'll tell you exactly where it came from. Okay. So, um, does everyone pack it up to leave? Where you going guys? So what you do, right? You write down all the purposes that exist in your business. So I'll give you a few. Well, um, who's getting, make sure everyone pays. Who's making sure everyone gets paid.

who's making sure there's leads, who's making sure there's marketing going out, who's making sure new stars are on boarded. You have all different processes in the business, right? And then rather than telling people, you quickly fire it around the business and you go just put someone's initials next to each of these things and tell me who's accountable for each part of the business. Now you're gonna see a few different things. You're gonna see any conflicts. So someone might ask me and you,

What's your responsibility? And we actually get different answers because we know we live in, we've got different offices. Yeah. do. I think different of the other one, but actually you'd argue your job is actually very similar. Wouldn't you? Yeah. I'm just better at it. Okay. But I actually think someone like Ben, who's our ops director. Someone said that because I know obviously Ben's HR, he's not HR. No, he's ops. So having the accountability of all different organizations. Now, the other purpose that this serves is if you were looking at

bringing in money into the business or training new starters or whatever it may be. And you look at who do you think's accountable for that piece? And you've got a 10 person sales team, but you're seeing the same two names pop up every time. Well, then what you're spotting there is a classic sales phenomenon, which is 20 % of the people doing 80 % of the work. No, 20 % of the people.

doing all of the work, 80 % of the people struggling to, you're thinking of a slightly different one. Perito's law. Slightly. Slightly. So what do you think when I say that to you then? about going through an organization, maybe think this for the example of some of the clients that we do consulting for, of going through and being like, let's actually have a look dynamically here of like, who's accountable for what? And do you actually know the answer to this? Yeah, I always, one of the first things I ask when I'm doing like a consultancy audit is,

Can I understand the org chart? Because I always like to understand like who's responsible for people and numbers as well. Like, okay, so this is the way it works, but we don't have an org chart. Okay, well then let's draw it, let's paint it, let's put it down. So this is that. Okay, well you're only responsible for these two people, yeah? So you CEO is responsible for the managing director and the chief finance officer, okay? So why are you going and getting involved with the sales team as a CEO?

Cause that to me screams micromanaging or that for me like is a failure or a failure. Yeah. It's a case of like accountability managing director. Who are you in charge of? You're in charge of the two team leaders. Okay. So you shouldn't be running the buzz meeting the sales, the team leaders should be. Okay. And when they're not hitting their things, okay. And they're not hitting their numbers. They're not coming. Are they, are they owning a number? Are they owning a target? Are they owning that and saying this is what we're responsible. And is the team leader also owning a whole number?

And being like, well, yeah, we can talk about the breakdown individually, but as a team we failed and then you're owning that and you're going, right, I need to understand why the team's failing and the CEO needs to go. I need to understand why the whole floor is failing. So I think it's really under like, like you say, it's just different ways. You've got it paper and pen on a thing. And I'm just seeing it as people as well. Where's the ownership? Where is the ownership within the people? Exactly. So in targets training, you can really break down your sales team as to who's responsible for what.

but who the rest of the team feels is responsible as well. And accountability might conflict. Directors might think that's my top performer. The rest of the team might think, they're not the top performer at all. It's actually this person there. That person there is just louder. Yeah. So it's worth making sure that you do exercises like this, that are accountability, but not told. Accountability is kind of fed back from the culture. Cause the culture is what exists when you're not in the room.

What if you're a director or a leader or whatever, when you're in the room, that's not the culture. No, that's people on total best behavior. That's what happens when you're outside of the room. That's what the culture is. So that's a really simple, easy test. It's the process. What was the word? Accountability chart. And that is from a book called Scaling Up. Wow.

is a book that also you talked about the B-Hag before. That's also a book that came up with the term B-Hag. Did it? It did indeed. Okay. Good book. Good book. Anything else from it? Quite a lot of stuff from it. Anything, name one. We can talk about another episode. One of the things is like, about the KPI key performance indicator as key promise indicator. Like, you keeping promises? So rather than it being like, I've given you these metrics.

you've just made a promise to me and the organization that you're going to keep. It's a bit cheesy in America, but I actually quite liked the idea of like, it's down as, but we we agreed that you would do this thing. ⁓ other thing that I'm trying to bring into our business is the idea of the traffic light test. That's a, that's traffic light test would be, ⁓ basically building a process in for all different departments that show me what the green lights are showing me where we're having lots of success. Show me the amber lights, which are there's, it's not quite right. There's room to grow here. There's things that I need to do.

with accountability of what you're doing to fix it. And the red lights are this just isn't working. I need additional support and help with it. I love that. But there's loads in there. And you can do you can do that on your pipeline as well. We've just done that with a consultancy client. Don't wink at me when you say that. We've we've traffic lighted the whole pipeline so we can see and we can go OK, actually any deals over a certain amount of time that being in there and now going stale. I've been Jack Frimston. I've been Zack Thompson. Remember you or die. It's a robot.