Browse · Group 16 of 17
Lead the team
Build culture and values, set ownership and recognition, write the work down as a process anyone can follow, run meetings and weekly planning, and score your management and leadership.
- SOP 135 Run the cross-department call review
Run a weekly review where sales, marketing and customer success leaders watch one customer call together and agree on a single fix.
- SOP 136 Grade a team's communication and raise its weakest part
When a growing team's communication slows it down: grade energy, engagement and exploration from 1 to 10, then pick the weakest one to raise.
- SOP 137 Run the weekly time-blocking ritual
Use to have every teammate plan the week on their calendar in one hour at the start of the week, so a manager can see the whole team's load.
- SOP 193 Treat hard as a skill you lack and chunk it down
Use when people given the same instructions get different results, or work stalls, to find the missing skill and break it into chunks.
- SOP 221 Move faster: run the five-step process, then commit
When a goal or process drags on, use it to question, cut, improve, speed up and automate the work, then commit to one thing.
- SOP 258 Build culture in layers from behaviors up, then audit it
When written values are not what people really do, or before writing any, build culture in four layers from behavior up, then audit it.
- SOP 259 Sort the team by values and performance, and act on each box
Use at quarterly reviews, or when keeping someone only for their numbers: place each person on a values-and-performance grid and act on their box.
- SOP 260 Make your values non-negotiable and find the ones you really hold
When values sit on paper but breaking one costs nobody their job, or you doubt your listed values are the real ones.
- SOP 261 Build a recognition rhythm that rewards values, not results
Set recognition at every interval from daily to yearly so the behaviors your values describe show up every day, not only the numbers.
- SOP 262 Write a vision so big your team's own visions fit inside
Use when good people decline or leave while you offer only pay and a revenue goal, or when writing or reworking your team's vision.
- SOP 263 Find where you are the ceiling, then fix what your team mirrors
When growth stalls and every explanation points elsewhere, find where you as founder cap the business and which team habits copy yours.
- SOP 264 Rate yourself layer by layer on a pyramid of leadership traits
Use to find the leadership trait to work on next, starting with yourself: score each trait on a five-layer pyramid and work on the weakest.
- SOP 265 Find which corner of functions, people and operations breaks first
Use when hiring adds no capacity or growth stalls without a clear reason: find which of functions, people or operations is breaking for your size.
- SOP 266 Set each role's level of ownership and train people up the dial
Use when your team keeps handing you decisions they could make: set the ownership level each role needs and train people up it.
- SOP 271 Score your management system and fix its weakest practices
Use when the business has good culture, leaders and people yet still feels chaotic: score five management practices and fix the weakest one or two.
- SOP 272 Score your leadership system, and use rest to test it
When the business still leans on you and growth has stalled, score five leadership practices, fix the weakest, and take time off to test.
- SOP 279 Map a process as actions someone can be seen doing
When only you or one employee knows how a job is done, write it down as actions someone could be seen doing, then test the map on a learner.