Wendy is the founder of Organising Works, a business systemization consultancy in Brisbane, Australia. Wendy helps small business owners design a business that works, by creating, documenting and improving systems and processes, so that they are free to do more of the strategic work of the business.
Wendy’s purpose is to help business owners fall in love with their business all over again.
Josh Fonger: [00:00:00] Welcome everyone to work the system podcasts where we help entrepreneurs make more and work less using systems. I'm your host, Josh Fonger. Today we have Wendy Tadokoro. Who is going to tell us all about systems and how to be successful with your systems in your business? Before we get to the questions of the day, I want to thank our sponsor, a sponsor day Trainual. So if you want to get your business out of your brain into documentation, which is what we're all about here at work the system and how they recommend you go to work the system, dot com slash trainual spell t r a i n u a l work the system dot com slash trailiual and there you can learn about how they can help you with their software to get your systems and so you can start building freedom. All right. Wendy, let me give you a proper introduction. Wendy is the founder of Organizing Works, a business systemisation consultancy in Brisbane, Australia. Wendy, help small business owners to design a business that works creating, documenting and improving systems and processes so that they; they are free to do more of the strategic work of the business. When a service is to help business owners all love with their business all over again. All right, Wendy. Well, thank you for being on the program. Why don't you let us know how you got into this line of work of helping companies with their systems?
Wendy Tadokoro: [00:01:21] Ok. Thanks, Josh.. Thanks for inviting me. So when I first started in business, I was actually a professional for business offices. So I would go to workplaces and I would help them actually physically organise that space at their desks, their filing cabinets that paper files. But when we had a lot of paper files and I would also help them with training, with time management, email management, a little bit of online tools as well. And after a while I realised that the majority of these businesses offered little while they would go back into their old habits. So they nicely organised office, that I had arranged for them. So it was not so organised. And so what I realized was that they didn't have any systems. That was the missing part. And it wasn't just the systems for organising the actual workspace, it was actually the systems for running that business. It was the what I call the missing manual. So there was no operations manual. There was nothing written down or how they did things. So I knew that that's what I knew that was it was a problem. And I realised that what I was doing for them was giving them a short term impact on what I wanted to do was to give them a longer term impact. So I had worked previously, so I did give some background before children. I was working for a large international cooperation. And it was a sysbase-systemized business. So as an employee, I would always, always know what I needed to do when I needed to do it, how I needed to do it. Everything that happened in that business, we had an operations manual and back in the day that was actually a paper manual. So that's sat really well with me. I understood about systems that always had that systems mindset. So again, I knew that if I could find a way to help small businesses achieve what larger business could do. So I had a look around, but there was really nothing out there to help small businesses. There was some books, but there was; there wasn't how was that missing part was the how. And that's where I knew I could help because on this on the details person, I always believe that gold is in the details. That's what I say. And so what I could find, there was just a lot of what I call corporate mumbo jumbo going around. And you need to do great in business process management to really understand all of that. So I knew so I was onto something when I could find an easier way. Which sort of businesses too systemized. So what I did was I put all my knowledge together and I created a framework that small businesses could use ultimately, any business, no matter what industry your in, could use that and to achieve the same sort of benefits that larger businesses could do. And that's the the system I use or my frame I use it. Businesses today, because I know that you know this as well. Just that once you've got those systems in place, it's a lot of work and it can be overwhelming to begin with. But it just makes life easier for everybody. It makes it saves time. It saves energy. It saves your sanity as a business owner, but also your employees and your customers benefit. So it's a win win. So, that's what I do; I help businesses around the world to systemized.
Josh Fonger: [00:04:28] So what have you found is the reason why people don't do this? It seems very logical, right. But some systems in place. Is there some kind of commonality where people may decide not to do it For some reason?
Wendy Tadokoro: [00:04:39] I think they actually decide not to do it. I think they, a lot of small business owners start out. They accidentally go into business or they go into business with, you know, a dream, a desire or something they want to achieve. And after a while, you know, they get just get on board with 70 things to do. They do have to wear so many hats. They didn't realize that they were going to have to be the accountant, to the operations, do the work themselves. And they finally get they get to a certain point. And that sort of works for a while while you're still learning. In fact, you know, it's not a good idea to systemized right from the start. It's good to have some structure, but that comes later on after you've tried and tested your business model. And I think that they just go into business knowing that there's gonna be a lot of work to do, but not really thinking from the beginning around systems. And so they get to that point where they have their really stuck and then either work working too many hours or they just can't grow past a certain point. And that's when they really sort of realize that they have to do it. And it's just for most people, it's not on the top of their priority list. And that's the truth. I mean, it's not particularly exciting or interesting to a lot of people, but you know, the benefit, it's worth it in the end. And that's that's why I think a lot of a lot of people don't do it to begin with. And it takes them a while to it's on the To-Do list, but it never really happens.
Josh Fonger: [00:06:03] It's very interesting. I just had a conversation yesterday about the maturity of business owners who decide to do this versus, I don't want to say this in a derogatory sense, like the immaturity of somebody who thinks, well, I just emotionally react and try hard and work hard and jump to the next shiny object that they're going to get there someday and they just never do; just spin their wheels. But a mature business owner or wise one, I they don't need to be older. They see they're going to build more long term and they're okay putting in; investing a little bit of time, knowing the outcome is going to be.
Wendy Tadokoro: [00:06:34] Yes.
Josh Fonger: [00:06:35] 10x to 100x if actually invest. So it's more like even with an investor mindset.
Wendy Tadokoro: [00:06:41] Yep, Yep. I think it's it's like a large project that, you know, eventually you've got to get to do. It's just it's just getting tipping your toes in and really and really starting to do it. I think that's a you know, it's always. Yeah, I'll get to that one day. I think that's generally what most business owners think. Yeah.
Josh Fonger: [00:06:57] We were talking before and you said that you have some systems that you think, you know, every business owner should have and know. I was curious about that because of course, you do very similar things. So what are some things that any other senior business owner should actually put systems around? Do you have a list that you want to go through or what do you think?
Wendy Tadokoro: [00:07:13] Yeah, yeah, absolutely. One of the questions I get asked, you know, is what what systems do I need? And that's it says it's a question that, well, obviously, there are things that are specific to some businesses. But generally I've got a list of overriding systems that every every business, no matter what type of industry you are in, is going to make them to to be successful at some point. So I put this list together and it's ready to help it. So we'll see what you've got in you. You've already got in place a lot. So I don't have any systems, but actually you've got that I might not be documenting this stage. But, you know, there's a lot of businesses that realize I'm actually doing quite well. It's just that they haven't quite got to that documenting part. But they do actually have a system. So one of the things that I do in the beginning stages of work with a client is I do have full systems audit to see what they've got. What they don't have, say, this list. So covers all those systems in the business that we look at. So what do you have in place? What do you have in place of what you need to have in place? So I'm happy to sort of go through each one. I'll just make a little bit of context. So from these seven systems are very common to every business, but you are going to get some businesses where you're going to have maybe a couple of extra ones that I can talk about those at the end. If you want a specific type of business,.
Josh Fonger: [00:08:30] Yeah, I'll do it.
Wendy Tadokoro: [00:08:31] And also, they might be just masquerading under a different name. And I can talk about some of the different labels that you might put to these systems. But fundamentally, that function of the system is the same. The other thing is one of the systems relates to people in your business. If you're not there yet. You haven't got team, obviously that doesn't apply to you at this point in time. But hopefully you'll get to there, so later on. The third point is I just want to make is that these systems sit under your strategy. So the sort of hierarchy that I talk about is you must have a strategy first. That's what it is in your business? What is it you'll you'll high level longer term plan and then the systems underneath that, all those the systems and processes that are going to help you to achieve that plan. So and also the strategies that has meaning to it. So why are you doing these things in your business? I just wanted to mention that I'm happy to jump straight into the first system.
Josh Fonger: [00:09:24] Let's do it. What's the first?
Wendy Tadokoro: [00:09:26] he first system is strategic management system. This can also be hidden under the names of; Or it could just be called your management system. It could be your business development. Again, it doesn't really matter what you call it. It just needs to resonate with you. But I call it strategic management because this is the most important area of your business. But, however, it's the area of business that many business owners don't pay a lot of attention to and don't spend so much time in. This is the air that they should be spending their time in Aiming to get to that point where they can free up some of their time, so they do work on that, more strategic work. So the sort of systems that fall under this overriding strategic management system would be things. It's to do with how you run your business. If you think about what you want your business to be like and how you want not run. So this could include things like your KPI, key performance indicators, your measurements, how you measure your business, how you're performing. Also, under this would be quality assurance. How do you know that you are delivering on the promise of your product or service to the customer? You recruitment. This is this is like the strategy that you have around what type of people you recruit to make sure that you're recruiting the right people, the right fit for your business. Also include the culture. So how you how you or instill those in the culture of your business as in how you might communicate with your team and how you communicate with your with your customers, including including your brand in them as well. And of course is in there, your systems and processes. So manage them, manage it in them inside your business, how you how you review them, how you continuously improve a system. So that's a really key area of your business. And I think Josh, that you also talk about operating principles and the rule. This is where you've got your. I call it your purpose, your vision, your mission, or with all those of documents that you have as foundational documents in your business. This all sits on your strategic management.
Josh Fonger: [00:11:30] Ok. Wow. So I are a lot of fit under that category, strategic areas, management systems, and you get those figured out first. So let's say you have a coffee shop. OK. So you sell coffee and this would mean that you would have your culture for your coffee shop. You'd have the communication guidelines, brand guidelines vision behind the mission purpose, KPI's. Everything that manages your business. Those systems would fit within this first category, strategic management systems. OK. I get it.
Wendy Tadokoro: [00:12:00] So, yeah, if you run, you feel the oven with that coffee shop. This is where your best spending your time in this area, in developing your business. And then if you want to duplicate your business and franchise it, do something like that. Then you've got those. Where this goes forward is not just a street to street management system, but these guys with with all the systems we're going to talk about today. It's so much easier than just sort of duplicate what you've always got a place if you go when you go to culture build, you know, if you've tried and tested the way things running your business and it's just set and repeat as you as you grow the business out.
Josh Fonger: [00:12:35] So what's what's number, number two?
Wendy Tadokoro: [00:12:38] Number two we're going to talk about marketing. So everybody, every business has to have marketing systems and again, masquerading under this name it could. Another way is to describe marketing as lead generation. Depending on what industry you're in. So under here would be the marketing system would include all those systems that you need to put in place to achieve an outcome in this case to get more lead generation. So this would be things like if you've got a strategy around PR, logging, contents, referrals; could be the type of signage that you use if you're a bricks and mortar business. Print advertising, email marketing. So that they're pretty straight forward. So you're overriding system. It has those individual systems and processes. They've got steps in there that need to. To get to the outcome of lead generation.
Josh Fonger: [00:13:29] Let me ask you kind of a trick question here. So let's say you're a company and you outsource all of your marketing to some other company. Do you have to build those systems for your own business or do you say, hey, well, is this marketing company does on my ledgen for me, so I'll just push that off.
Wendy Tadokoro: [00:13:47] Ok. In that situation, the way I like to is, is is delegating that and this is it abdicating. So rather than. The danger you got there is if that agency was to fold or just decided and want to work with you. That that information, that knowledge is in their head. So it's not I wouldn't say it's worth the time and effort to document everything they're doing. Obviously, you're paying for an expertise the way you manage them. The the main things that they do, you can still put systems around the the sort of how you do how you deal with them, the sort of requests that you ask for them, maybe the reporting that they do. And and just so that you protect yourself. If that company wasn't there to be all your VA, so it wasn't there tomorrow that you can, you can move to, say, another agency without too much. Too many problems and slightly different if you've got the V.A. and somebody doing that sort of general thing. So if they're doing something like blogging for you, for example, what I would do is I would get that V.A. to actually document the process of what they're doing. So, again, if they were to sort of to leave you, all of a sudden you could bring somebody in fairly quickly and then pass over that that process to them.
Josh Fonger: [00:14:58] Now, before you can number three, is there a sequence to this? And should you do the strategic plan systems first in the marketing systems and the other ones, or is it just you prioritize them based on the what's on fire in your business?
Wendy Tadokoro: [00:15:13] Yeah, that's a good question. It's like that's of. Where do you start? Say, I like to start very organized. I know that. Yeah. If there a fire happening, you would have to do something fairly quickly. But if you've got the time to actually sit down and do this and strategically work on this in a strategic manner, how I would do it was I would take this, and use it as an audit. So I would use this as a checklist to see what you've got in place and what you don't have in place. Now, once you do, the list is what you do first. How you then work on documenting those systems that that is sort of the next part. That's where you would prioritize based on things like you said, if something was urgent happening, the business, you had to take a new employee and put it quickly. So you needed to get some training processes in place where you needed to get some new business in pretty quickly. Then they might be certain ones that you say, got to work on these first. But this is where you get the plan in place and that and this is part of your plan. This is looking at what you actually need and looking at those departments individually. Now, if you're a very small business, you probably are the head of all of those departments. You know, you might not be doing it all, but you are the sort of see, I was the head of department, just slightly bigger business. Then you've got sort of heads of department underneath you. And that's when you can delegate a lot of this work. You might say to the sales team and the marketing team. OK, I want you to do an audit of the department. I want you to write down everything that happens in that basically sort of like a job description , what you do, write down all the processes. And do we have actually do we have processes for them? And then the next step is what do we have a think that we could train someone some sort of documentation as well, and that that's sort of a whole other discussion of how we go into that. But I would use this as a first step to say what what you've got as an audit, what have you got? What haven't we got? What do we need?
Josh Fonger: [00:16:59] So audit first, then prioritize. Now, what about the third key system or systems; group systems every business should really do?
Wendy Tadokoro: [00:17:10] So what sits on the marketing is sales and some people can group these together on the sales and marketing depending on the size of your business. So also masquerading under sales would be lead conversion. So these are the systems and processes that you would need to convert a lead into a sale. And so again, depending on your business. Some examples might be you might do a demo, you might do a presentation or pitch to to an organization, you might do a consultation, you might do a quote and a proposal. All these things are going from taking the marketing, so taking the lead into a sale.
Josh Fonger: [00:17:48] Ok and then?
Wendy Tadokoro: [00:17:48] All of those together comprise your, your sales system.
Josh Fonger: [00:17:52] Ok. So sounds like a lot of these we're gonna kind of fit together like your strategy will work towards your marketing, which will add to your sales. So a little bit of combination between those things. You recommend having a certain platform to keep everything in one spot because this looks like it's gonna be a lot here when you're all done.
Wendy Tadokoro: [00:18:12] Yes. To keep it all together. So with sales would be CRM program that starts to get basic, what you would need. You meet them sort of online software to keep to keep all your leads in place. You monitor prospects. Yeah. And you can get as fancy as you as you like with a CRM programs. So that that would be mine. I mean, for some business it's you know, it's it's outrageous. It could be a cold calling, but yeah, I as a bit. Also another maybe will be a spreadsheet to keep all that information in. But these days, as so many CRM programs out there, low costs that you can use it to organize that. Yeah, for sure.
Josh Fonger: [00:18:48] Well, this is a perfect Segway into our sponsor because our sponsor today's episode is actually a program with the software called Trainual. And so you and I both use trainual, recommend trainual. And they are delighted to sponsor this particular episode because of our connection with them. And they're actually who I recommend people go see where they are moving beyond just documents on their hard drive or Google Drive or Dropbox. They really want to move the next level and actually use software that has some integrations and has some special features like build in to track your training and to add permissions. All of those other things you want to do with your documentation. You can sort all in place. And so if you go to work the system dot com slash trainual and you can get a free account to get started and know the team over there. Great, great folks. Great service and great product. So again, working system, dot com slash trainual. Go check it out. All right. So now back to the questions. Wendy, where would you say you go after you have the strategic management systems, marketing systems, sale systems, what would be number four on your on your list?
Wendy Tadokoro: [00:19:59] Ok, number four is where most businesses have most of their systems, and that is under the general heading of operations. So this can also be referred to, again, depending on what type of business you are. This could be client fulfillment. It could be production. Something along those lines. Delivery is another term that's used for this. And this is all the systems that get the results from your customers. So this is what you actually do. So if you're a web designer, you design Web pages. If you're a carpet cleaner, you clean carpets. If you're a cafe, you serve food and beverages. So these are the systems that you deliver on your promise to the customer. And so whatever that would be. So a carpet cleaner, you know, you'd start with the preparation possibly when you first go into somebodies house. The next thing would be setting up how you actually use the machines. You could have some training on how you use the machine to clean the floors. And then after that would be maybe how you hand over to that customer. Give them some tips on keeping that that carpet clean. So all of those things that you do, including the quality management of that, that is part of your operations. That's where they live. OK. So this is one that varies obviously a lot between businesses, depending on what you're doing.
Josh Fonger: [00:21:17] Yeah. This is one of those ones that it seems like owners have a hard time giving up through small businesses because they're so used to actually doing the operation of the business. You know, that they're the pro, whatever it is that they do. And so. Once you get these things documented, number four on your list and it's not really free up the owners time.
Wendy Tadokoro: [00:21:37] Yeah, it actually is one the areas where you can free up more of your time because if you are still doing that, if you're going out actually doing the carpet cleaning, you know, I mean, obviously, if you're a small business and you have a team and you have to step in every now and then if somebody doesn't turn up for work. But overall, you know, you could be doing that strategic. What you could be doing more of the sales and marketing, if that is your is that's the area that you want to work in. And you can actually delegate more of the operations so you can bring in more people to do what you want to do. So this is you mentioning before about trainual. That is the ideal platform, if you like, to have those trainings so that when you do bring somebody in and you want them to just using the carpet cleaning example. But if we just stick with that, if you want somebody to clean the carpets exactly the way that you do to the standards that you want to do, because at the end of the day, that's your reputation. Then there's there's easy ways to put some training around that. And that's this whole place where you can put that training, be it via videos, be it some explanation. So as you can basically whatever you can imagine, you can put into a program like that. You know, it could be a sales script that you use. As I said mentioned videos, screen casting and then some step, step by step instructions and checklist in there as well. Yes, so definitely an area that you can look to to what you can delegate from the area to free up some of your time.
Josh Fonger: [00:22:57] So what's next as they're going to list? I mean, I know we're running low on times so I want to see if we can cram the rest in.
Wendy Tadokoro: [00:23:02] Ok, Yeah. Let's get through it.
Josh Fonger: [00:23:03] So they know what they are. So we get what's five, six and seven? What are those ones?
Wendy Tadokoro: [00:23:07] All right. We're up to administration. Administration is everything that you need to do in your business to run the business. Basically, it's all that area. A lot of people don't you know, it's sort of a you can get stuck in. It's a big time drain. So it's everything. It could also be masquerading behind, behind the scenes as it is another term we use or back, back-in office as well. I heard it refered to. So this is where you said everything. Ordering stationery. Some things. If you're a small business and you might be doing payroll, that sort of things. Sometimes finance actually comes into this area again, depending on the size of your business. If you're a larger business, you may need to segment these departments out. This is just everything that you do in the effort to run your business. The thing that most people don't like to do, but I have to get done.
Josh Fonger: [00:23:55] Yep Ok. These are things you don't want to delegate, put some systems in place. You can hand them off. And that?
Wendy Tadokoro: [00:24:01] Yeah, a bookkeeper, an admin person to do the filing, document management is another crisis that falls under administration. Essential things that we have to have in place to run the business. Moving on to the next one is a big one for a lot of businesses. Cash flow. So, this is the finances. All the money in the money out. So you'll systems within cash flow would be the obvious ones would be accounts receivable, accounts payable. Also things like debt management and you may also have your large business, may be things like the payroll would fall into that category as well. So the important one for the business on is keep their eye on, because that's can be a downfall for a lot of businesses as cash could be an epic problem.
Josh Fonger: [00:24:45] Yeah, if you're out of cash, you get a problem, that's for sure. \
Wendy Tadokoro: [00:24:47] That's right. You can forget all the other systems here. You need cash coming in.
Josh Fonger: [00:24:52] You really can. Well, this is this is a; I'm trying to piece this together with the rest of my clientell is to kind of get some some insight. This is real helpful to break it up this way. And then beyond the cash flow, then whats.
Wendy Tadokoro: [00:25:04] After Cash flow, yeah. So number seven is your people management. Another, I guess it could be called HR. This is where you manage all the people with a business. Things like performance reviews and recruitment, leave requests. Training would fall under their. So people are an asset to your business. So had those systems in place to make sure that your recruiting the right people, that your once you've got those people, you're looking after them and all the formalities that come with H.R.. So this is seven systems of your business. Just quickly, this additional was it you might have to depend on business being. You may have legal, work health, health and safety, which could fall under administration. But again, it could be a separate area of your business. I.T. as well. And if you've got any, a system that you need to have in your business.
Josh Fonger: [00:26:05] Very interesting. Let's let's run through a scenario. So I got a few chiropractic clients, actually a new one. They just signed on. So let's say you have a chiropractic office and you're like, wow, we have no systems in place. What would they what would they do? Like what would be the process you take them through? We just actually audit first that we're saying, then try to map out where the holes are in each one of these areas? \
Wendy Tadokoro: [00:26:28] Yes. I would even sort of go back to I would say the first step is really to have that systems set up to commit to, actually. Wanting to do it because let's just. That definitely they just a lot of what today is. There's no denying, OK. So I think the first thing is to really want to systemized the business and to have that mindset and to to discuss that with the team when it comes in the beginning or a bit later on, really important to believe in what you're doing so that that then filters down to your team. Yes. The next step would be to to build what I call a systems infrastructure. And that's what we've been going through. So having a look at those departments in your business and again, you name them whatever resonates with you. They're looking at those departments individually and saying, what do we have in place? What don't I have in place? What do I need it? What do I need to document? Because we don't need to document everything. We just need to document things are going to have an impact on the business and then prioritize that. When. When do I need to do them by? What's the biggest problem we've got at the moment? And that's usually the way I've been. If you haven't got a big problem to demonstrate straight away, then I would go strategically through those areas of the business and spend time. If you've got department heads and going through and just going through that analysis and then planning not just sort of winging it, as we say, to actually put a plan together of how you're going to then systemized each of those departments.
Josh Fonger: [00:27:54] So I think the first one you touched on is really important is do you actually want to do this? Are you committed to doing this? And I've noticed with the clients that I work with, the commonality is those who actually do it have. They tend to be better leaders like they. They actually have a vision for the future. They have a big goal. They have a desire that's beyond just having three part-timers kind of just circle them around and actually have a bigger vision beyond that. And I know this is necessary to get there. If somebody is comfortable with one or two employees and just kind of surviving month after month, this is definitely not for them. It's just that there's no point doing it. And that's fine. I mean, say they want for a company and that's totally fine. It's a definite somewhat different. Now, I get that the owner wants to see that owners like you actually do want to do wanna go on vacation some day, actually do want to feel the delegates someday. I do want this this future. So they will invest. But then how do you get their team to invest? So what? What are your thoughts on that?
Wendy Tadokoro: [00:28:57] OK, so involvement is is the key thing to get them involved. So from the very beginning, have those meetings, have those discussions around. Ask them what they think is working. What's not working? Ask them for what feedback. What would they what would they do differently? Definitely get them the team involved. And if you do end up working with a consultant, it's important that the team are aware of what's going on so they don't. I did some contract work a long time ago for a government office and and nobody was briefed on what was happening. And so that you walk in there and everyone's totally what's going on? Am I going to lose my job? You know, what's all this about? So we don't want. We want to make sure that everybody understands that it's for the benefit. It's the way it's perceived. Can be can be quite dangerous if it's not. Yeah. If you're not explaining what you're trying to do, the benefit is not just for the base to sign up, but its benefits for everybody. So in both them from the very beginning is what I say. And then you'll soon find the people that sort of put the hand up to, hey, you know, I could do that or, you know, I'm on a details person, I could document that and then finding the strengths within the team. And if you do have some resistance early on asking them why, you know what what is it what is behind the resistance? And working and to that end and helping them to understand and also giving them some wins as well, also because they can also be perceived as you're just giving me a lot of extra work to do. I haven't got time to do this. Now you're asking me to systemized things and document things and write everything down. I haven't got time to do that. But once they understand what's they've seen one or two of the systems, and maybe then in that case, you do it a different department and you can say something's happening and you can help them. And they can say, you know what, actually, that I've got benefit to this as well. If you if you're in a management position, we wouldn't want to be had to delegate some of the work that you do. And so that you can use that time to do your more strategic work as well as not just for the business owner. So, yeah, definitely get them involved. And then you'll soon say the ones that are really keen to work with you on this. And then, you know, you're always gonna get a few people that may be aren't so keen. If you can work through that. And if you're not, maybe that's not the right people for you to work within the business.
Josh Fonger: [00:31:06] That's funny. I had situations just like you where you go and you show up, you land and you go to business and no one even knows you're gonna be there except for the owner. Then it's like, that's a tough start. Let's get all the time. This is all they're really helpful. And hopefully people are paying attention, especially the last piece there about how to make sure it sticks, because you do want the team to be involved. You do want them to understand that's going to help them and you've got to get them wins and motivate them. All of these are critically important for successful implementation. Now, what is the question that I didn't ask you, but I should have you want to leave the audience before I sign off here?
Wendy Tadokoro: [00:31:43] Right. Well, actually, I can give you some three tips. The first one would be I think you have already touched on this. Is to commit. Commit to systemized your business. So if you're watching this and you've been thinking, oh, it sounds like a good idea. I've been thinking about it for a while. I would say stop thinking about it and just decide that you're going to do it. Know whether it's next week or sooner the better. Because once you have systemized. You just want to go back to the old way of working. And you know what we've said before, we're not going to deny it. Yes, it there's a lot of work. But anything that the saying goes, if something is worth doing, it's worth doing well. So that's the biggest, biggest thing is just make that commitment. I sometimes refed it like bungee jumping. Once you decided you're gonna do it, you standing on the edge of the platform, you just take the jump and just do it. And afterwards, you probably love it. And some people even go back and do it again. Some go and buy another business. So just make that commitment. Don't worry too much in the beginning about how it's all going to happen. Decide. This is what I want to do and commit to that process. Don't do it in the middle of moving your company somewhere. Moving house or having children do it right that time. Because, yes, there is a lot of work involved. But yet the pay office is huge. So that's that's the first thing. The second thing is, is to have a plan. Make sure that I mentioned before, if it's worth doing. Just do it well, don't just wing it. So make sure that you've got suppose system, if you like, a framework that you can follow to make sure that your you're gonna be it's gonna help you with the success of systemized your business. So that's a treat like project from the beginning. So who's gonna help you with it? What systems are you going to document and how you're gonna document? I just have a panic. And then finally, just get some help because you're going to get to your outcome a lot quicker if you get some help from whether that's internally with your team. Identify somebody in the team that's gonna be a bit active, drive this through and then help to maintain the continuous improvement in the business or you work with a professional and that has a framework that has systemized businesses before and it can get those results for you quicker. So that's my three tips.
Josh Fonger: [00:33:46] Those are all perfect. Great tips. I totally agree. It's always funny when I go to a place and they are already overworked, underpaid, and I'm supposed to utilize their team to get this done. And they don't want to give their team any more time or say, well, it's gonna be a tough start. That's good. Well, this is great advice. And of course, everyone listening to this. Where they go, if they want to hear more about you and how you help companies with this, the website.
Wendy Tadokoro: [00:34:13] Yeah. So the Web site, it's all spelled out because we're in Australia. So we spent organizing with an S, not a Z. So it's our organizing with an S works W oO R K S dot com dot A U got to put A U at the end for Australia. If you'd like to get the download of a if you'd like to get the list of the seven systems that we talked about, then if you go to the web site and put slash W T S on the end, then you can get that list of the seven systems that we talked about today. You can also find me on Linked-In. Wendy Tadokoro, T A D O K O R O. Is how you spell it. Yeah.
Josh Fonger: [00:34:53] Perfect. Well, very good. Yeah. I'm going to make sure I check out the No.7 things because I down here. But my handwriting isn't as legible as sure as your PDF is. I'll check that out. organisingworks dot com dot a u slash wts that right.
Wendy Tadokoro: [00:35:06] Yes. Yep, that's right.
Josh Fonger: [00:35:07] Oh very good. Okay. Wendy, thank you for making the time. I enjoyed talking with you. Learned a lot and is going to help me. As I systemize to my other companies and hopefully everybody listening to this who is trying to systemize their business, took some notes as well and realize you can do it. You seem to commit, build a plan, get some help, if you need some help and you be glad you did better start today than next week. Better start next week. The next year. Just get started. So very good. All right. And if you want to get another podcast, we released another one next week, with another expert like Wendy or maybe I'll do it myself or a previous client. But stay tuned next week. And if you want to join us on one of these Facebook lives, just like the work the system Facebook page. You like it. And you get notified. And we do these life interviews. You can ask questions. And of course, we also put these things out on i-Tunes and YouTube and everywhere else. Which leads me to our last point. The book behind me worked the system, Sam's Carpenter, a business partner, signed a bunch of copies. And if you want a copy of that book, signed mail to you. Leave us a review, leave us a review wherever you're watching or listening to this and then send us that review to info at work the system dot com and let us know. And then once a week, mailing out a copy of Sam's book Takes Your Money. I'll see you next week.