This presentation was from the 2025 Build.Grow.Learn. event in Greenville, South Carolina.
I want to start with systematization. In the last session, it was mentioned that 80% of businesses don’t see results from systemization. Part of that is because it’s not implemented properly, especially in a solo business where everything lives in one person’s head. Some business owners document every process but don’t actually use them. I’ve come into businesses and asked to see the documented processes, and the answer is often, “We don’t know where they are.” If you’re not using them, then what’s the point?
There are three types of systemization: policy, process, and procedure. If you’re a solo business owner, you might not need much policy. Policies are rules that everyone follows. I made policies for myself when I started my solo business to ensure I took holidays and set work hours. Processes are written steps or flowcharts, and procedures are checklists—especially useful in a solo business where consistency matters. You can integrate all of these into your business relatively easily.
Next, project management and interruption management are also critical. These three areas—systemization, project management, and interruption management—are key to cutting chaos in your business. If you stay until the end, I’ll give you a free operations audit, so keep that in mind as we go.
I had a client who was organized personally but had no way to communicate that to her team. Her team was running around in chaos because they weren’t using her systems or any consistent project management approach. Systemization goes beyond what’s in your head; you need to communicate it and make sure it’s implemented.
People often ask, “When do I need a system?” Start with repeating successes. If something works, document it so it can be repeated. Stop reinventing the wheel, especially for tasks you do rarely, like hiring. Create checklists for regular tasks so nothing gets missed. Another reason to systemize is to delegate work. Without systems, everything stays in your head and cannot be delegated. Delegation allows you to work on your business instead of in it.
If you’re a solo business owner, having an assistant can make a big difference. My assistant handles emails and Slack messages, freeing me to focus on higher-level work. You don’t need a full-time assistant or someone in your office, even in a solo business—there are affordable options.
Systemization also increases long-term business value. If all knowledge is in your head, your business has no value to sell. Delegating and documenting processes creates a business that can run independently of you.
Think about one task you are doing that you shouldn’t be doing. For example, I used to write all our blogs, but I realized it wasn’t the best use of my time. I handed it off to someone else, and eventually, a company took over. Delegation or simply letting go of tasks that don’t require your unique input is critical.
To know what to systemize, identify bottlenecks—you are always a bottleneck in your business. Also systemize when things feel messy or chaotic, when steps are redundant or inefficient, or when your team asks why certain things are done. Never accept “we’ve always done it this way” as an answer.
Cost efficiency is another reason to systemize. Processes can reveal inefficiencies in time or money. Document your policies, procedures, and processes. Even as a solo business, processes like payroll, finances, and offboarding team members are critical. Offboarding is especially important because employees often have access to sensitive systems. Onboarding processes are useful, but offboarding ensures security.
Software plays a big role in systemization, especially when paired with clear project management practices. A CRM helps you manage client communication, QuickBooks or FreshBooks handles finances, and tools like Monday.com, Teamwork, or Asana support effective project management and keep work visible. Time-tracking tools like Toggl or QuickBooks can be useful. Secure storage for client data, like Google Drive or Dropbox, ensures access in emergencies. Track client support or bug reports in a structured system rather than email. Each tool’s purpose should be clear and integrated into your processes.
After creating processes, require compliance. Lead by example—if you don’t follow processes, your team won’t either. Share processes with your team and clients to set expectations. Address violations gently at first, but escalate to HR if needed. Processes should be living documents that evolve with your company, people, and clients. Engage the people doing the work in developing and improving processes—they often have the best insights. If possible, designate a “keeper of the process” to ensure documentation is updated regularly.
Project management starts with proposals or scope agreements with clients. Each client should have a separate project, tasks should be assigned to one person with deadlines, and milestones can help track progress. Don’t try to manage projects solely through email—tools like Teamwork.com, Monday.com, ClickUp, or Trello are better suited. Schedule regular status meetings with clients to manage expectations and reduce interruptions. Scope defines the timeline and budget—stick to it. Any changes outside the scope should be treated as a separate project. Use a “wish list” for client ideas that aren’t part of the current project.
Project management isn’t just for clients; you need to manage your own business projects. Break down tasks, block time on your calendar, and plan your day the night before. Be realistic about what you can accomplish and remember to care for your body while doing it.
Interruption management is the final area. Many business owners are constantly interrupted by email or chat apps like Slack. Set designated times for meetings or “office hours” to reduce interruptions. Close email or chat apps when working on focused tasks.
Finally, an undelivered project has no value. Changes will happen, but prioritize completing the original scope first. Major changes require reassessment. Keep files accessible through shared drives to avoid disruption if something happens to a team member’s computer. Use change orders or contingency budgets to manage scope creep. Communicate clearly with clients about timelines and budgets, and don’t allow scope creep to derail the project.