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The COO Transformation with Ryan Hodges | Perpetual Traffic EP 587
30 ideas de marketing sacadas de «The COO Transformation with Ryan Hodges | Perpetual Traffic EP 587», de Perpetual Traffic. Sobre todo de estrategia y…
- 30 ideas despiezadas
- Fuente Perpetual Traffic
- Dura 58 min
- Publicada en 2024
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El método Simplify (Haji Wheel) para articular el negocio en 4 componentes
Estrategia y decisiones de negocioPara no saltar precipitadamente de la idea a los resultados a costa del equipo, el negocio debe estructurarse en cuatro componentes interconectados: Visión (creencia y dirección futura), Trayectoria/Journey (procesos, SOPs y entrega de valor al cliente), Cultura (comportamientos e interacciones reales del equipo) y Resultados (KPIs tangibles y flujo de caja).
So I think it comes down to the, you said it earlier, the ready, fire, aim, right? The business owners are so focused on the results. They've got an idea and they want to get the result and they got an idea and they want to get the result. And what that really does is that's at the expense of everything else. That's at the expense of the team. That's expensive, the growth of the business. And a lot of times down to a fundamental of, of what is the business objective going? So if we go through the wheel here, it's comprised of four components. Yeah. Vision, journey, culture, results. Vision is…
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El líder debe cuidar al equipo para que el equipo cuide al cliente
Estrategia y decisiones de negocioAl crecer una empresa, el rol del fundador o CEO debe migrar de la atención directa al cliente al desarrollo y soporte del equipo; intentar seguir controlando la experiencia del cliente de forma personal descuida al equipo y genera cuellos de botella.
lies anymore. You have to take care of your people. If you take care of your people, they'll take care of the customer. And the problem is, is too often the business owner, uh, CEO visionary, they want to take care of the customer. And when they're trying to take care of the customer, it means you're not taking care of the people or the people aren't taking care of the customer. And you can see how the vicious cycle repeats. Yeah. And so the best thing you can do is figure out how to elevate your
Escúchalo en el minuto 27:59
Estrategia y decisiones de negocioLos fundadores visionarios suelen convertirse en el principal cuello de botella de sus empresas cuando intentan gestionar la operativa diaria. Para escalar de forma sostenible, el visionario debe delegar la ejecución, los procesos estándar (SOPs) y la rendición de cuentas en un integrador u operador dedicado a convertir las ideas en sistemas funcionales.
CEOs, visionaries. There is somebody that exists out there whose job and love and passion is to execute on the things that are going on inside of your head. There is somebody that loves to do all our people. Like all of these things I want, but as a visionary, it's like, I don't know how to do any of that. And I think there's a lot of people I lived in denial for probably about, I think the business from my standpoint, I probably stagnated for about a year and a half or almost two years. ones who actually really shape the world and execute on the vision are the integrators. enthusiasm…
Escúchalo en el minuto 50:14
Estrategia y decisiones de negocioLos fundadores visionarios suelen convertirse en el principal cuello de botella de sus empresas cuando intentan gestionar la operativa diaria. Para escalar de forma sostenible, el visionario debe delegar la ejecución, los procesos estándar (SOPs) y la rendición de cuentas en un integrador u operador dedicado a convertir las ideas en sistemas funcionales.
CEOs, visionaries. There is somebody that exists out there whose job and love and passion is to execute on the things that are going on inside of your head. There is somebody that loves to do all our people. Like all of these things I want, but as a visionary, it's like, I don't know how to do any of that. And I think there's a lot of people I lived in denial for probably about, I think the business from my standpoint, I probably stagnated for about a year and a half or almost two years. ones who actually really shape the world and execute on the vision are the integrators. enthusiasm…
Escúchalo en el minuto 50:14
Estrategia y decisiones de negocioCuando una empresa alcanza un techo de crecimiento, el fundador visionario suele haber llegado al límite de sus habilidades operativas individuales; la solución requiere incorporar a un integrador (o COO) cuyo perfil disfrute estructurar, alinear al equipo e implementar las ideas.
reached a level of scale and you've hit this ceiling, maybe you're actually at that level where you as the visionary, like you've reached the end of your capabilities of running a business singly, you now need help. You need a guy, you need a gal. And in Dan's case, he found is going to be the one that's going to take Dan's great ideas. And he's obviously a super sharp guy. Same thing on us. You know, there's always like ideas that I have, like, how do we get the whole company behind it? How do we get the whole company to actually do the thing and follow the vision, so to speak? And it comes…
Escúchalo en el minuto 10:01
Estrategia y decisiones de negocioLos KPIs y la rendición de cuentas deben enfocarse en el rendimiento y la ejecución impecable del recorrido del cliente (client journey) alineado a la visión, en lugar de recurrir al micromonitoreo de horas o capturas de pantalla.
people so that they can elevate the customer and hold, hold people to expectations, not gotchas, not how many hours do you clock in today, or I'm watching your computer screenshots or this, that, and the other. The KPIs and the results need to be to performance and execution of a client journey that is well mapped to a vision and hold the cultural alignment to it.
Escúchalo en el minuto 28:21
La rapidez de ejecución debe aplicarse al primer paso del proceso, no a saltarse las etapas
Estrategia y decisiones de negocioTener un proceso riguroso no significa trabajar lento ni caer en burocracia corporativa: la verdadera agilidad consiste en tomar acción inmediata para detonar el primer paso del proceso (por ejemplo, agendar y preparar los requerimientos en minutos) concediendo el tiempo necesario para la debida preparación, en lugar de improvisar la entrega final de inmediato.
it as opposed to just shifting gears. Yeah. See in, in like even the scenario from today, I just said it might take a month to get through this process, but that doesn't mean there wasn't immediate action. Right. Within 10 minutes of the conversation, there was already an email for somebody to put in motion a meeting that the, in the context of the email was, Hey, he may need time to prep for this. Let's look for two to three weeks from now so that he has time to build this presentation. So we built into the expectation that he may need to build this. If he's done in, in three days, great…
Escúchalo en el minuto 38:50
Oferta y precioPara sanear y transformar una empresa, los líderes deben estar dispuestos a realizar 'cirugía' estratégica en su modelo: eliminar líneas de servicio completas o programas de bajo valor, aun cuando suponga renunciar a ingresos inmediatos.
just coming in and you're just saying, yeah, this is the best thing to do. Rip away, you know, a couple of million dollars worth of revenue, get rid of all these like lower price programs, Like there was a real methodology behind it, but it was the hardest thing for us to do as an organization. And now we've sort of come out that other side as a better company. And I think most You, you've got to be able to walk away from it in a way to allow it to rebuild. You're going to have to make some hard decisions. You're going to have to maybe even shutter a service line or let an entire department…
Escúchalo en el minuto 25:06
Estructurar y empoderar un equipo de liderazgo para delegar la operativa diaria
Estrategia y decisiones de negocioPara liberar al fundador de la operativa y permitirle enfocarse en alianzas y crecimiento estratégico, es necesario delegar en personas clave con expectativas y métricas claras, otorgándoles verdadera autonomía de decisión para evitar el micromanagement y la centralización de decisiones.
You've got to have some level of leadership team. It doesn't need, you don't have to have a head of you do need that. You just need a few key people that you have clear expectations with that you can needs to be done. And they're, they're executing. I mean, the leadership team of tier 11 runs the day to day of tier 11, which has given you the opportunity to go work on tier 11, like be at these masterminds, find future acquisitions, find partner opportunities. Most business owners are not doing that because they're too stuck in the day to day because they don't trust the leadership team or…
Escúchalo en el minuto 42:31
Estrategia y decisiones de negocioIntentar pasar directamente de la visión a la venta y ejecución de resultados (el 'red-lining') sin inculcar la cultura, entrenar al equipo ni estandarizar procesos (SOPs) genera dependencia en empleados 'héroes', silos operativos y fuga de clientes (churn).
of your business, the culture and say, how are they actually behaving? If I can align those two components, you will overnight fix an exponential part of your business. Don't get me wrong. You still need systems and tools. You still need processes, still need KPIs. But if you don't have the vision of the business and the culture aligned, then you will never be truly effective. And that's where Well, what happens there? All your SOPs are siloed. Then you're, you're relied on, uh, you know, the heroes, you know, every, every company at some point has had it where there's like five key people…
Escúchalo en el minuto 15:12
Oferta y precioPara sanear y transformar una empresa, los líderes deben estar dispuestos a realizar 'cirugía' estratégica en su modelo: eliminar líneas de servicio completas o programas de bajo valor, aun cuando suponga renunciar a ingresos inmediatos.
just coming in and you're just saying, yeah, this is the best thing to do. Rip away, you know, a couple of million dollars worth of revenue, get rid of all these like lower price programs, Like there was a real methodology behind it, but it was the hardest thing for us to do as an organization. And now we've sort of come out that other side as a better company. And I think most You, you've got to be able to walk away from it in a way to allow it to rebuild. You're going to have to make some hard decisions. You're going to have to maybe even shutter a service line or let an entire department…
Escúchalo en el minuto 25:06
Retención y relación con el clienteEn empresas de servicios y agencias, depender de equipos técnicos para la atención directa debilita la relación con el cliente; estructurar e invertir en perfiles dedicados al éxito del cliente (Client Success Owners) es indispensable para elevar la retención y permitir el crecimiento sostenido.
failings of our business was that we were less reliant. We had one guy still with us, Mike, doing client success. And we realized that in order to maintain and grow and scale these purpose-driven businesses and to help them achieve their vision, we were defeating ourselves by not serving them and servicing them in the right way and not having a client facing individual, which we refer to as a, a client success owner. And we built out Mike's department in essence at a great expense. Like these, these folks are not cheap, but they're worth it. The point is, is that we made a conscious
Escúchalo en el minuto 23:56
Retención y relación con el clienteEn empresas de servicios y agencias, depender de equipos técnicos para la atención directa debilita la relación con el cliente; estructurar e invertir en perfiles dedicados al éxito del cliente (Client Success Owners) es indispensable para elevar la retención y permitir el crecimiento sostenido.
failings of our business was that we were less reliant. We had one guy still with us, Mike, doing client success. And we realized that in order to maintain and grow and scale these purpose-driven businesses and to help them achieve their vision, we were defeating ourselves by not serving them and servicing them in the right way and not having a client facing individual, which we refer to as a, a client success owner. And we built out Mike's department in essence at a great expense. Like these, these folks are not cheap, but they're worth it. The point is, is that we made a conscious
Escúchalo en el minuto 23:56
Retención y relación con el clienteEn empresas de servicios y agencias, depender de equipos técnicos para la atención directa debilita la relación con el cliente; estructurar e invertir en perfiles dedicados al éxito del cliente (Client Success Owners) es indispensable para elevar la retención y permitir el crecimiento sostenido.
failings of our business was that we were less reliant. We had one guy still with us, Mike, doing client success. And we realized that in order to maintain and grow and scale these purpose-driven businesses and to help them achieve their vision, we were defeating ourselves by not serving them and servicing them in the right way and not having a client facing individual, which we refer to as a, a client success owner. And we built out Mike's department in essence at a great expense. Like these, these folks are not cheap, but they're worth it. The point is, is that we made a conscious
Escúchalo en el minuto 23:56
Retención y relación con el clienteEn empresas de servicios y agencias, depender de equipos técnicos para la atención directa debilita la relación con el cliente; estructurar e invertir en perfiles dedicados al éxito del cliente (Client Success Owners) es indispensable para elevar la retención y permitir el crecimiento sostenido.
failings of our business was that we were less reliant. We had one guy still with us, Mike, doing client success. And we realized that in order to maintain and grow and scale these purpose-driven businesses and to help them achieve their vision, we were defeating ourselves by not serving them and servicing them in the right way and not having a client facing individual, which we refer to as a, a client success owner. And we built out Mike's department in essence at a great expense. Like these, these folks are not cheap, but they're worth it. The point is, is that we made a conscious
Escúchalo en el minuto 23:56
Alinear y validar nuevas ofertas antes de presentarlas a clientes evita romper relaciones comerciales
Retención y relación con el clienteLanzar nuevos servicios o alianzas a los clientes existentes sin un proceso previo de validación ('ready, fire, aim') produce una ilusión de rapidez pero un alto riesgo de ejecución desastrosa que puede destruir la relación comercial. Tomarse semanas en alinear visión y capacidades retrasa el primer contacto, pero asegura que el primer cliente atendido tenga éxito y abra la puerta a escalar a decenas más sin…
know, wheeling and dealing. That's the ready fire aim. Yeah. Whereas we said, I'm getting shit done, man. Yeah. Look at how quick action I took, you know? And it might take a month for us to get through this process to, uh, to align, you know, his company with our company to see if it's a viable partnership. But the first customer that we put on will be a success as opposed to a complete disaster. And I think that's, uh, yeah, that that's where going through the process is important. There's, there's perceived value and actual value in that ready fire aim. There's a very high perceived value…
Escúchalo en el minuto 35:23
Alineación de equipo mediante gráficos de responsabilidad y expectativas medibles
Estrategia y decisiones de negocioPara delegar eficazmente y evitar sobrecargar al fundador o a los empleados, se deben definir con claridad las responsabilidades y métricas de cada puesto (como en el 'Accountability Chart' de EOS) y comunicar cómo impacta el rol en la visión global del negocio, evitando exigir múltiples roles incompatibles a una sola persona.
wrong way. I think the clear thing to do is just have clear expectations on accountability and measurables. This is where I'll go to an EOS tool called the accountability chart. Just Google EOS accountability chart and just implement that. You don't even have to do it perfect. But the key thing with, with the accountability chart is it forces you to say, what are the key roles for the individual and how are you going to measure it? Then sit down and have a conversation with the person and say, this is what I expect from you. It's okay to have expectations on a role, but you have to clearly…
Escúchalo en el minuto 45:13
El desarrollo del equipo debe estar alineado con la entrega de resultados al cliente para no frenar el crecimiento
Estrategia y decisiones de negocioFomentar una cultura de capacitación y desarrollo interno sin orientarla hacia el servicio y los resultados del cliente perjudica el negocio; cuidar a los empleados solo impulsa el crecimiento si se les guía y motiva a atender eficazmente al cliente.
there were many years ago and the different kind of culture, their culture was all about elevating the employees, but it was all at the expense of the customer. So there was constant trainings for the employees. There was constant, you know, growth and opportunity and elevating and all these success paths, but it was at the expense of the customer. Nobody was actually taking care of the customer. So why was growth and stuff stagnant? Because the culture was too much about the people, not the people in alignment to the journey. And it's not just the people take care of the people, they'll take…
Escúchalo en el minuto 30:38
Los cuatro pilares para romper el techo de crecimiento operativo
Estrategia y decisiones de negocioPara superar el techo de escala al que se enfrentan la mayoría de las empresas, es fundamental alinear y formalizar cuatro componentes clave: qué se está construyendo, cómo se ejecuta el trabajo, cuáles son las expectativas culturales y qué KPIs y resultados cuantitativos se exigen.
hitting the ceiling. And the end of the day, it came back down to the, what you started compound that it's, it's, why is the business doing it? And ultimately, I guess we'll get to the Haji wheel here is, is you ultimately get into a component of, you know, what are you building? How do you do it? What the culture expectation and what are the KPIs and results? And you'd be surprised at how simple that sounds. People can't put all four of those
Escúchalo en el minuto 7:41
Estrategia y decisiones de negocioCuando el fundador intenta controlar cada área (ventas, marketing, producto) y no comunica la visión ni clarifica procesos y objetivos, asfixia el crecimiento del negocio; el equipo pierde el sentido de propósito intrínseco y siente que solo trabaja para enriquecer al dueño.
It's the founder is, is they're trying to do everything. They're trying to, you know, micromanage sales and marketing. They're in the middle of the product, middle client success. And the problem is that actually stifles the growth of the business and it's, they're in the way someone like, what's your vision for the company? Well, have you ever shared that with your people? Well, no, why would I? It's just like, but if people don't know what they're working for, how would you, how do they know what adds intrinsic value to their work? Right. And, and it's because the business owner is too much…
Escúchalo en el minuto 5:01
Un sistema operativo como EOS solo es efectivo si se desafía el paradigma subyacente del negocio
Estrategia y decisiones de negocioImplementar marcos de gestión como EOS (Entrepreneurial Operating System) no solucionará el estancamiento de una empresa si se aplica con la misma mentalidad y supuestos del pasado; la herramienta solo da tracción cuando primero se cuestionan y reconstruyen los fundamentos del modelo de negocio.
So here's what I love and hate about EOS. EOS is a phenomenal framework. It's a great set of tools and it's still what we use at the core of working on the business for tier 11. The problem is, is the paradigm in which you apply it. If you are not looking, if you're using, what's the, the Einstein, We just take EOS and we, it's, a hammer, but we're still swinging it at drywall or, you know, concrete, I have to use your analogy. It's all in the paradigm and the mindset you use and how you apply the tool. And that's where we take the wheel and go, okay, let's challenge the paradigm. Now that…
Escúchalo en el minuto 21:25
Estrategia y decisiones de negocioEl fundador visionario suele detectar tendencias y oportunidades pero flaquea en la ejecución; a partir de 8-12 empleados (y de forma obligatoria o fraccional al alcanzar 5-10 millones de dólares y 40-50 personas), se requiere un perfil integrador (COO/Chief of Staff) que traduzca la visión estratégica en pasos lógicos, recursos y planes operativos.
you're looking for is you're looking for the person that can execute the vision. They're not the idea person. That's another fallacy. There's a lot of times they expect everybody on the leadership team to have be the idea person as well. No, it's your job as the visionary to be the idea person. Everybody in the leadership team's role is, is, uh, is to be able to take that vision and execute on it. You should have a, an integrator earlier on in the business. You don't know what different story, but the average small business, I mean, if you got eight, 10, 12 people, you, if you're running, you…
Escúchalo en el minuto 48:06
El fundador como principal cuello de botella para escalar la empresa
Estrategia y decisiones de negocioAl alcanzar cierto nivel de escala, el principal obstáculo para el crecimiento suele ser el propio fundador, debido a que vincula su identidad personal a la organización y no se aparta de la operación diaria para permitir que el negocio se reestructure.
There's too many founders, owners, CEOs have their identity built into the organization. Be prepared to walk away from your business. And I don't mean just walk away and let it burn to the ground or let it die. You've got to be able to walk away from it in a way to allow it to rebuild. mastermind as they're still in the process of building the business, but they haven't gotten to the point where they can actually take themselves out of the business. And they're still so married to Honestly, it's the founders in the way.
Escúchalo en el minuto 0:00
Una visión clara y con propósito es el pilar de la automotivación en equipos remotos
Estrategia y decisiones de negocioEn organizaciones 100% virtuales donde no se puede microgestionar horarios, la cultura y la automotivación dependen de articular una visión clara de hacia dónde va la empresa y el valor real que aporta el trabajo individual.
down that, that journey, that story that, you know, why you started the business, what you're trying to achieve, why it's important and the intrinsic successes that come from that. Because that's what motivates people to take care of the customer. They're not motivated to make you money. They're motivated for their work to have value. And if they don't know why that value is, if they don't know got, and I've said this a few times on this show is that, you know, it's impossible to build a virtual business because you can't establish a culture. And I think that's been proven wrong, but I think…
Escúchalo en el minuto 30:12
Estrategia y decisiones de negocioNingún volumen o estrategia de marketing puede sostener el crecimiento de una empresa si esta carece de una infraestructura operativa y organizativa estable capaz de absorber y ejecutar la demanda generada.
But the point is, is like all the marketing in the world isn't going to help grow a business unless you have a stable foundation. And this is what we're talking about here. Yep. That's it. Yeah. So
Escúchalo en el minuto 54:38
La necesidad de productizar servicios y gestionar expectativas para escalar
Retención y relación con el clienteTener un equipo compuesto únicamente por especialistas técnicos no basta para escalar un negocio de servicios; es imprescindible estructurar un framework claro de entrega, productizar el servicio y formar al equipo en la gestión de expectativas del cliente para evitar la pérdida de cuentas.
Well, this goes back to the original 80 20 is tier 11 was a phenomenal digital marketing agency. Yeah. Every person in the organization bar handful of people were digital marketers. They did not know how to manage customer expectations. They did not know how to productize digital marketing as a service at scale. And so a lot of the things we walked in a year ago, journey camp wasn't the right method. Now we have the conversion engine, right? Which is actually a elevation of camp. There's still components of camp still in there in the core. But as we, as we looked at the journey components, we…
Escúchalo en el minuto 18:40
Integrar grupos de pares multisectoriales para resolver problemas organizacionales
Estrategia y decisiones de negocioParticipar en grupos directivos o masterminds formados por líderes de diferentes industrias permite abordar problemas estructurales del negocio con perspectivas externas no sesgadas por la propia disciplina.
encourage you. We've talked about this many times in the show to join masterminds. You, both you and I And that's what I love about it. So I don't learn marketing things there. I'm a marketing subject matter expert, but I get to understand the problems of other businesses and help them with their potential solutions. But also I get help from them for, from other business owners that are not in the marketing space, not in the advertising space. I think, just think it's a great balance. And that's
Escúchalo en el minuto 2:10
El techo del modelo «preparados, fuego, apunten» en la etapa de escalamiento
Estrategia y decisiones de negocioOperar un negocio bajo la premisa de ejecutar de inmediato cualquier idea sin estructura ('ready, fire, aim') funciona en fases iniciales, pero choca contra un techo cuando el fundador intenta supervisar e implementar todo personalmente, haciendo indispensable incorporar roles de integración operativa (COO).
like to a T on up until literally being a new meeting up until about a year ago, which was ready, fire aim. And it's all about, you get a great idea, just go do it and then see if it works after that. And we ran this business exactly that way. And all of a sudden hit this ceiling and I couldn't quite figure out what the problem was. And I, I guarantee you like in essence, a part-time integrator COO. Cause he, he finally came to the realization. It's like, I can't do it all. I can't be the one that says, all right, Hey, I learned this thing. Let's go do it. Everybody do it. And then I have to…
Escúchalo en el minuto 8:31
La regla del 80/20 en la similitud operativa de los negocios
Estrategia y decisiones de negocioAproximadamente el 80% de la gestión, procesos y problemas operativos de cualquier empresa es transversal e idéntico entre distintas industrias, mientras que solo un 20% es verdaderamente particular del nicho.
things that you told me that I think led to us ultimately working together is that 80% of all businesses basically is the same. That's it. And it's that little 20% that is unique. But even that is not this show, obviously, in our, on our perpetual traffic YouTube channel, they think their business is really unique. When in fact, there's basic principles that you've taught us inside tier 11, that there are certain processes and certain things that you do to get to the next phase of growth.
Escúchalo en el minuto 3:03
Intercambio de margen de beneficio por tiempo estratégico del fundador
Estrategia y decisiones de negocioInvertir en un equipo de liderazgo puede reducir el margen neto (por ejemplo, pasar del 40% al 35% de margen neto), pero esa cesión de margen se compensa con la recuperación de horas de trabajo para que el fundador busque adquisiciones y nuevos acuerdos comerciales.
for me, like elevating people to a leadership team, I'm like, man, those people are expensive. That's going to hit the bottom line. And I thought to myself, well, I'd rather take a little bit less money, but also get back more time. So it's a money and time exchange. And I said, okay, well, maybe we're not going to make 40% net margins anymore, but maybe we'll make 35%. But that 5% that I give away, I'll get back X amount of hours. So I started to formulate a leadership team. That's sort of
Escúchalo en el minuto 44:31
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