Practice
Four areas of work. Most engagements touch two or three of them.
Runbooks and standard procedures
Recurring work written down step by step, in plain language, at a level of detail a capable person can follow without asking. Useful when the same question keeps reaching the same one person, when quality varies by who happens to pick up the task, or when training a new hire means shadowing someone for weeks.
- Inventory of the recurring work a team actually does
- Written procedures for the ones that matter most
- A review schedule, so documents get corrected instead of quietly going stale
Scorecards and reporting
A short list of measures that reflect real progress, with an agreed definition for each and a fixed schedule for updating them. The goal is a number nobody argues about, available before the meeting rather than assembled during it.
- Selecting measures that correspond to work people control
- Written definitions, so the same number means the same thing every week
- A repeatable update process that does not depend on one person
Operating cadence
The rhythm of recurring meetings and reviews: what each one is for, who needs to be there, how long it runs, and what gets written down afterward. Often this means fewer meetings with clearer purposes rather than more.
- Mapping the current meeting load against what it produces
- A defined purpose and standing agenda per recurring meeting
- A record of decisions that survives past the room
Onboarding documentation
What a new team member needs in the first week, the first month, and the first quarter — assembled so their ramp does not consume everyone else's attention. Usually the fastest way to find out whether the rest of the documentation is any good.
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