Reib Law - September 2020

SHATTERPROOF NEWSLETTER

SEPTEMBER 2020

WWW.REIBLAW.COM | 940.591.0600

even make a video of how it worked for more visual learners. However, we now have systems in place that make us more successful as a firm. Through my experience creating systems, I learned a few important lessons. The first was that if you didn’t build a system to assign and track tasks, then those tasks wouldn’t get done. Bosses who can tell an employee to do something exactly once and expect them to do it only exist in movies and TV shows. As for the rest of us, we’ll have to make do with building systems that assign and track tasks. Then, if something doesn’t get done, we can go back through the system and find out if it failed somehow or if someone just failed to use it.

THE VALUE GOOD SYSTEMS BRING TO A BUSINESS WHAT I LEARNED WHEN I STARTED CREATING SYSTEMS

“IF YOU AND YOUR TEAM CREATE SYSTEMS THAT SOLVE JUST ONE PROBLEM PER WEEK, THEN YOU’LL NOT ONLY HAVE A FINELY TUNED BUSINESS, BUT YOU’LL ALSO HAVE A VERY FINELY TUNED TEAM.”

Another lesson I learned was that systems are important even for delegating tasks efficiently. If you’re a control freak, this is the tip for you. You might abide by the mantra “When I want something done right, I have to do it myself,” but realistically, you can’t do everyone’s job. It’s important to have systems in place to confirm tasks with employees and set up hard deadlines by which to complete them. They might not get the task done 100% how you want it, but if they can get it done 90% or even just 80% your way, that’s usually good enough. Finally, I learned that to create an effective system, you have to involve your team in the creation process. When employees have a hand in creating the systems, they’re much more likely to follow them. If you and your team create systems that solve just one problem per week, then you’ll not only have a finely tuned business, but you’ll also have a very finely tuned team. All of that said, no system is perfect, and no one will follow any system perfectly. However, good systems can help your business and team be more successful so they can better assist customers and clients. – Scott Reib

Building good systems for my firm wasn’t something that came intuitively. That said, I’m glad I started creating and implementing systems when I did. Having systems has proved invaluable for a number of reasons, some of which you can probably intuit, and some of which you might find more surprising. All this is to say, if you don’t think you need systems in place to do the best job you can, you’re wrong. I first learned that intentionally building systems for everything was important back in 2007 or 2008. I read “The E-Myth” by Michael Gerber, which gives readers a framework for creating systems in their businesses. By 2012, I considered working systems to be so important that I hired a business coach to help everyone at REIBLAW create them. Building systems was way more difficult than I thought it would be at first. I found systems that worked for me might make absolutely no sense to someone else. That disconnect then led to a lot of back and forth verification on whether or not someone understood the system and could use it effectively. To accomplish this goal, I often had to type up a guide for how to use the system and maybe

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CHANGE CAN BE EASY

PAM MARMON’S OUTLINE FOR EFFECTIVE POST-PANDEMIC TRANSFORMATION

business owners are searching for proactive solutions and the next step in finding post-pandemic success. Marmon’s book is the perfect guide for business leaders who recognize the need for tangible change and want to execute it as effectively as possible. The key, Marmon explains, is to identify your company’s culture and cater your plan’s language to suit what will resonate with your employees the most. This will establish a sense of alignment with your business’s vision and direction, which can be one of the biggest hurdles to overcome. You cannot achieve success in a period of change if your team is doubtful and unwilling. With your company united toward your vision, you can begin to enact real change. However, this is only the beginning. Marmon’s book also outlines how to connect with fellow leaders in your company to develop a framework for growth. By creating a stable foundation and inspiring change, you’ll find this time of major transition to be much smoother than you may have anticipated. As a result, your company will come out on top at the end of the COVID-19 era. Marmon’s mantra is inspiring: “With the proper process, change is not hard.” And with her book, “No One’s Listening and It’s Your Fault,” business leaders can see just how simple change can be.

Pam Marmon understands what it means to adapt. After growing up in Bulgaria, Marmon had to modify her way of living when she emigrated to the U.S. Today, she’s a CEO, entrepreneur, wife, and mother who believes that change doesn’t have to be difficult. In fact, she’s mastered it. Marmon has even established a company, Marmon Consulting, that helps other companies develop strategies for executing transformation.

In Marmon’s book, “No One’s Listening and It’s Your Fault: Get Your Message Heard During Organizational Transformations,” she outlines her proven methods for effective communication in any company setting, from a major corporation to a family business. Released on March 24, 2020, Marmon’s advice is timely in a period when many

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