CHAPTER 1: WHY YOUR BUSINESS IS (STILL) STUCK 1. Any task or project expanding to fill all the time you allow for completion is an example of Law. 2. The never ending cycle of re-acting to whatever comes up in your business is the . 3. In the first chapter, Mike explains that there are
make your business run like clockwork.
CHAPTER 2: ANALYZE YOUR COMPANY’S TIME 4. The 4 ‘D’s’ in 4D Mix stand for
. 5. Most business owners spend too much time on the 6. The optimal 4D mix for Clockwork businesses is Deciding,
part of the 4D mix. Doing, Designing.
7. To figure out where your current 4D mix is, review time tracking for consecutive days and label each task as a 4D work type. 8. Committing to a
week vacation is an important goal to set for a
Clockwork business because it covers the length of most .
ANSWER KEY: 1. (Parkinson’s) (page 5) 2. (Survival Trap) (page 10) 3. (7) (page 13) 4. (Doing, deciding, delegating, designing) (page 25) 5. (doing) (page 26) 6. (80%, 2%, 8%, 10%) (page 37) 7. (5) (page 39) 8. (4. Business cycles) (page 53)
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CHAPTER 3: DECLARE YOUR QUEEN BEE ROLE 9. The business QBR stand for 10. The
is the role (a function or activity, not a person) that the entire
business depends on. 11. Once we know the QBR in our business, we want to
it at all costs.
12. Identifying and declaring your QBR will naturally help you get closer to the optimal . 13. The
method of identifying the QBR works by zeroing in
on the most critical thing that any individual is doing for the company. 14. After the QBR for each individual has been identified, all of those can be used to identify the QBR for the
as a whole.
15. Mike gives this hint to finding the QBR: Generally in small businesses, the QBR is often served by the
16. The QBR
a person or machine. It is
a role, a function, or
CHAPTER 4: PROTECT AND SERVE THE QBR 17. Once the QBR is identified, the number one goal of the owner and the team should be to
the QBR so that the QBR can drive the business forward without
distraction or interruption. 18. Serving the QBR should be the each team memberâ€™s main focus with their . 19. The
exercise is a powerful tool for the business to
clearly see how focused they are on serving or protecting the QBR, doing their Primary Job, and how distracted they are with other tasks. 20. Tasks that are furthest away from the QBR should be or
9. (queen bee role) (page 58) 10. (QBR) (page 58) 11. (protect) (page 61) 12. (4D Mix) (page 61) 13. (sticky note) (page 62) 14. (company) (page 64) 15. (owner, most expensive employee) (page 66) 16. (never, always) (page 66) 17. (protect) (page 75) 18. (Primary Job) (page 77) 19. (Hub, Spoke) (page 77) 20. (trashed, transferred, trimmed) (page 80)
21. One common task that can be trimmed and transferred is . 22.
should also be involved in the trimming of tasks.
23. Having tasks that are transferable but having no one to transfer them to is often a signal to make a
24. If you are unsure if a task can be trashed, just if there are
it for a period of time to see
25. The purpose of transferring work to other people or systems is to free you and your expert people to take on
26. Trimming tasks reduce the
of completing tasks
while achieving the necessary results. 27. If you really are the only person serving the QBR, your objective should be to get serving the QBR. 28. The owner can continue to serve the QBR and not transfer the role or tasks, as long as it is a conscious
CHAPTER 5: CAPTURE SYSTEMS 29. One tool that can help create systems in the business so QBR tasks can be easily transferred is the SOP which stand for
30. The whole goal of an SOP is to have a
to produce a
consistent outcome. 31.
business has systems, even if they aren’t documented.
32. One shortcut to capturing systems is to
people’s systems. 33. SOP’s are often written but they can also be captured by
work as it is performed. 34. The flow of steps a company goes through that can be used as a knowledge resource directory is called
21. (answering questions) (page 81) 22. (Team members) (page 81) 23. (hire) (page 85) 24. (stop, consequences) (page 85) 25. (bigger, challenging) (page 85) 26. (time, costs) (page 86) 27. (others) (page 93) 28. (choice) (page 98) 29. (standard operating procedure) (page 102) 30. (consistent process) (page 104) 31. (Every) (page 105) 32. (become, curator) (page 107) 33. (recording, narrating) (page 108)
CHAPTER 6: BALANCE THE TEAM 35. “Have the
people, do the
things, in the
36. As you protect and serve the QBR, you’ll notice that your team may need to to accommodate these changes. 37. When a company needs to make a hire, the longer that they delay the hire, the longer they stay stuck in the
38. The company mission is a great way to
the team and can be an
force to pull the company forward. If you don’t have a company mission, the
will hold clues about your mission.
is a tool that can be used to move
people into the right positions that best match the traits of that person.
CHAPTER 7: KNOW WHO YOU’RE SERVING 40. Make the
refers to where you target your QBR
power by clarifying whom you serve and how you serve them. 41. Capture your company’s declaration to your
by using the following
statement: ‘Our commitment is to serve [whom] by [how]’. 42. We must discover the QBR, serve and protect it, and balance the team around it we find the community that wants it. 43. We want to find the right 44. The “
that align with our QBR.
” is the way you piece together the QBR, and all of the other
elements of your business to deliver what you do, to your clients.
CHAPTER 8: KEEP AN EYE ON THE BUSINESS 45. A
will show you how critical aspect of your business are going.
46. Business inefficiencies result from the in the ACDC.
34. (attract, convert, deliver, collect) (page 108) 35. (right x4) (page 124) 36. (shift) (page 128) 37. (Survival Trap) (page 128) 38. (align, energize, QBR) (page 135) 39. (Job Traits Analysis) (page 137) 40. (Commitment x2) (page 154) 41. (Top clients) (page 155) 42. (before) (page 158) 43. (customers) (page 158) 44. (how) (page 167)
not being protected and served,
47. As you work to fix a problem, working on
at a time is the
best way to determine what is getting you closer towards the solution, and what is not. 48. Nailing the
is the tide that rises all the boats.
49. When the QBR is clear, metrics can be used as guidelines that the owner and team can use at a glance.
CHAPTER 9: PUSHBACK (AND WHAT TO DO ABOUT IT) 50. Your
will try to make sure you remain relevant in your business by
reinserting you into the doing. 51. You will likely get
from your ego, your partners, and everyone else.
52. The goal of designing a clockwork business is to have the Instead of doing the work, you need to be
get shit done. about the work, and who you
can get to do it.
CHAPTER 10: THE FOUR-WEEK VACATION 53. Set your vacation date 18 months from now and get started by committing to two changes for your business: 1.) Take 1%
time. 2) Declare your
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45. (dashboard, metrics) (page 174) 46. (QBR, bottleneck) (page 178) 47. (one piece) (page 189) 48. (QBR) (page 193) 49. (decision making) (page 202) 50. (ego) (page 206) 51. (company, thinking) (page 208) 52. (pushback) (page 215) 53. (design, QBR) (page 236)