The EMyth

Systems Guide

“Today, Otter Box is a symphony.”

CURT RICHARDSON, OTTERBOX

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E S S E N T I A L S Y S T E M S L O G O A R E T R A D E M A R K S O F E - M Y T H W O R L D W I D E , I N C . E M Y T H I S R E G I S T E R E D W I T H T H E U. S . PAT E N T A N D T R A D E M A R K O F F I C E .
The EMyth Systems Guide

D
id you know that the way you send a routine email is part of a system? So is the way you
assign tasks and hold your team accountable for results. Systems are everywhere in your
business, whether you know it or not. The key to having a business that works is creating your
systems with intention.

What we mean is that by not intentionally designing systems, many business owners inadvertently
allow “systems” to develop that completely depend on themselves or their employees without even
realizing it.

For example, if your accountant Mary is the only one in your business who knows about your cash flow
and your Key Financial Indicators—then Mary is your finance system. If Mary goes, your system disap-
pears.

But if Mary wrote down her daily routine and all the information she knows, you’re suddenly creating a
documented system. Think about it this way: What would happen if Mary left? What would you need
to do to ensure that the business keeps running?

In this guide, we’ll show you the nine steps you need to create any system. This way, you’ll be building
your business by design, not by default.

C O P Y R I G H T © 2 0 1 9 E - M Y T H W O R L D W I D E , I N C . A L L R I G H T S R E S E R V E D . E M Y T H , T H E E M Y T H L O G O , E - M Y T H , “ L I F T Y O U R B U S I N E S S . L O V E Y O U R L I F E .”, A N D T H E S E V E N
E S S E N T I A L S Y S T E M S L O G O A R E T R A D E M A R K S O F E - M Y T H W O R L D W I D E , I N C . E M Y T H I S R E G I S T E R E D W I T H T H E U. S . PAT E N T A N D T R A D E M A R K O F F I C E .
The EMyth Systems Guide

The Nine Steps to Creating Systems

S P E C I F Y T H E R E S U LT A N D N A M E T H E S Y S T E M
Starting with the word “To” write a clear, concise statement of the result the system is intended to accomplish
and give the system a brief descriptive name (and a code number if you like).

E X A M P L E : System Name: On-Time Invoicing

To consistently deliver invoices on time.

DIAGRAM THE SYSTEM

Draw out the steps in the system, showing their sequence and how they relate to each other.
Use a simple box-and-arrow diagram with brief captions to describe each step.

EXAMPLE:

Input new client Turn off client’s Set “monthly occurrence”

information trial period for invoice delivery

Update client’s first and last name, Using [Recurring Billing Program], Set “monthly occurrence” for invoice
credit card information, billing turn off client’s trial period in setting delivery under “Invoice Options” in
address, and email. so they’re billed each month. [Recurring Billing Program]

W R I T E S Y S T E M S T E P S I N C L E A R LY S T A T E D B E N C H M A R K S
You may not need this step if your diagram is outlined clearly enough. Each box in your system diagram is
actually an action. When you identify each action, you create the benchmarks that make the process clear and
unmistakable to anyone who might perform or supervise the work.

In this step, you restate the work in a complete sentence that clearly communicates the work to do or action to
take. Start with a verb. (You’ll notice our example hasn’t changed much because we’d already started with clear
actions in each box.)

EXAMPLE:

Input new client Turn off client’s Set “monthly occurrence”

information trial period for invoice delivery

Update client’s first and last name, Turn off client’s trial period in settings Set “monthly occurrence” for invoice
credit card information, billing so they’re billed each month. delivery under “Invoice Options” in
address, and email. [Recurring Billing Program]

C O P Y R I G H T © 2 0 1 9 E - M Y T H W O R L D W I D E , I N C . A L L R I G H T S R E S E R V E D . E M Y T H , T H E E M Y T H L O G O , E - M Y T H , “ L I F T Y O U R B U S I N E S S . L O V E Y O U R L I F E .”, A N D T H E S E V E N
E S S E N T I A L S Y S T E M S L O G O A R E T R A D E M A R K S O F E - M Y T H W O R L D W I D E , I N C . E M Y T H I S R E G I S T E R E D W I T H T H E U. S . PAT E N T A N D T R A D E M A R K O F F I C E .
The EMyth Systems Guide

A S S I G N AC C O U N TA B I L I T I E S

Identify by position—not by person—which roles are accountable for the system as a whole and for each of its
benchmarks. When you finish documenting the system, put a copy of the system action plan (step 3) into your
operations manuals. You may list your accountabilities at the very top of your system alongside its name/code
number. In some cases, different positions will hit different benchmarks. If this happens in your business, make a
note in your flowchart from step 2.

E X A M P L E : Account managers are responsible for monitoring the flow of invoices and updating the Recurring
Billing Program. Account managers will update or input client information into the program.

DETERMINE THE TIMING

Knowing when each benchmark must be achieved is the key to getting the result you want. Establish appropriate
timing for each step, certain steps only, or for the system as a whole. This might be expressed in terms of clock time
(by 10:00 a.m.), project time (day one, day four), generic phrases (upon receipt, weekly), or a combination of these.

E X A M P L E : When we have a new client, add them immediately to our Recurring Billing Program.
Account managers will check stream of invoices for accuracy at the end of each month.

IDENTIFY REQUIRED RESOURCES

Every system requires resources, such as staffing, work space, facilities, equipment, supplies, and information.
When useful, list the specific resources and the quantities needed of each to operate the system. Some systems
won’t have a lengthy list of resources.

E X A M P L E : Resources are: Recurring Billing Program

DETERMINE HOW YOU’LL QUANTIFY THE SYSTEM

How will you know if you’re getting the result you want from your system? How can you make decisions about your
business without information about the performance of your systems? You need quantitative data to give you that
objective view. Without it, you’re operating blindly. The best time to create the method for quantifying each system
is when you first design and document that system.

E X A M P L E : Account managers will check all invoices for accuracy and percentage successfully
delivered at the end of each month.

C O P Y R I G H T © 2 0 1 9 E - M Y T H W O R L D W I D E , I N C . A L L R I G H T S R E S E R V E D . E M Y T H , T H E E M Y T H L O G O , E - M Y T H , “ L I F T Y O U R B U S I N E S S . L O V E Y O U R L I F E .”, A N D T H E S E V E N
E S S E N T I A L S Y S T E M S L O G O A R E T R A D E M A R K S O F E - M Y T H W O R L D W I D E , I N C . E M Y T H I S R E G I S T E R E D W I T H T H E U. S . PAT E N T A N D T R A D E M A R K O F F I C E .
The EMyth Systems Guide

E S TA B L I S H S TA N DA R D S

Set the standards for system performance and staff behavior within the system. Standards are most easily stated in
terms of quantity, quality, and behavior. These could include measures of output, defects, cost per item, guidelines
for staff behavior, dress codes, and even ethical standards. If it’s key to producing a successful result, you need to set
standards for it.

E X A M P L E : Each invoice takes approximately 10 minutes to check, and there are typically 25 a month.

DOCUMENT THE SYSTEM

Put it in writing. It’s not done until it’s documented. You don’t have to create a flowchart to have a documented
system. An action plan, video, checklist, and even screenshots are just some examples of how to document your
system.

You’ll notice that the example above was very simple and that a specific employee wasn’t actually named as part of the
system. That’s the key to a great system: It doesn’t rely on any specific person to get results.

How to Determine What Systems You Need

For some people, identifying the systems their business needs is a breeze. It comes naturally to think about what steps it
will take to accomplish “x” and what steps will get you to “y.” But if figuring systems out isn’t your strength, you can try the
“repeating question” technique:

What systems do I need to make sure “x” happens the right way? (I need systems “a, b, c.”) Then, what systems do I need
to make sure “a” happens the right way? (I need systems “i, ii, iii.”) Then, what systems do I need to make sure “i” happens
the right way? (I need systems “1, 2, 3.”) And so forth.

In the Recurring Billing Program example above, the system covers only one aspect of your financial department:
sending invoices. But you may need to add more. What system will you use when there’s an issue with your invoices?
What about training someone to send an invoice? The “repeating question” technique will help you see what branches
you’ll need to create to achieve the results you want.

C O P Y R I G H T © 2 0 1 9 E - M Y T H W O R L D W I D E , I N C . A L L R I G H T S R E S E R V E D . E M Y T H , T H E E M Y T H L O G O , E - M Y T H , “ L I F T Y O U R B U S I N E S S . L O V E Y O U R L I F E .”, A N D T H E S E V E N
E S S E N T I A L S Y S T E M S L O G O A R E T R A D E M A R K S O F E - M Y T H W O R L D W I D E , I N C . E M Y T H I S R E G I S T E R E D W I T H T H E U. S . PAT E N T A N D T R A D E M A R K O F F I C E .
The EMyth Systems Guide

Here are a few questions to help you think about the systems you may need in your business.
Brainstorm and write down your frustrations, as well as your ideas for how to solve them.
Then, follow the nine steps to start developing your system.

1. How do we track progress toward my vision?

2. How do we spot opportunities for growth?

3. How do we monitor the Key Financial Indicators of my business?

4. How do we communicate standards for effective staff communication, delegating

and regulating, and accountability?

C O P Y R I G H T © 2 0 1 9 E - M Y T H W O R L D W I D E , I N C . A L L R I G H T S R E S E R V E D . E M Y T H , T H E E M Y T H L O G O , E - M Y T H , “ L I F T Y O U R B U S I N E S S . L O V E Y O U R L I F E .”, A N D T H E S E V E N
E S S E N T I A L S Y S T E M S L O G O A R E T R A D E M A R K S O F E - M Y T H W O R L D W I D E , I N C . E M Y T H I S R E G I S T E R E D W I T H T H E U. S . PAT E N T A N D T R A D E M A R K O F F I C E .
The EMyth Systems Guide

5. How do we create a delightful customer experience?

6. How do we create, improve, and systematize the sales function?

7. How do we build awareness, image, and credibility?

No matter the size of your company, the product you sell, or the service you provide, having
systems that run smoothly requires ongoing work to maintain and refine them. It’s important to
periodically revise your systems, which ultimately should include target dates and the positions
accountable for the creation or improvement of each system.

Remember the result you’re looking for: a way to capture, organize, prioritize, and manage the
systems development. It may be that you only work with a few dozen systems for the first year.
Or you may work with hundreds depending on the size of your business and the resources
you have. Use these steps to create and revise your processes. Your commitment to continuously
developing your systems creates predictability and helps to achieve the vision you have for
your business.

Imagine the possibilities if everyone on your team knew exactly how you want things done.
With systems, you’re able to focus on your leadership, entrepreneurship, and the vision you have
for your life—without worrying about what could go wrong. You’ll have the freedom to step away
from your business, if and when you want, knowing it can run exactly to your standards even
without you there.

C O P Y R I G H T © 2 0 1 9 E - M Y T H W O R L D W I D E , I N C . A L L R I G H T S R E S E R V E D . E M Y T H , T H E E M Y T H L O G O , E - M Y T H , “ L I F T Y O U R B U S I N E S S . L O V E Y O U R L I F E .”, A N D T H E S E V E N
E S S E N T I A L S Y S T E M S L O G O A R E T R A D E M A R K S O F E - M Y T H W O R L D W I D E , I N C . E M Y T H I S R E G I S T E R E D W I T H T H E U. S . PAT E N T A N D T R A D E M A R K O F F I C E .